Ulster Business - May 2019

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Contents 06 News The latest news and exclusives from right across the world of business

14 Cover Story Trevor Shaw is taking Prestige Insurance Holdings to the next level

35 Commercial Property & Construction The cranes keep going up in Belfast...

53 Corporate Restructuring and M&A

84 Photocall There’s been signifiant investment, jobs and a host of major announcements

90 The Chairman

How restructuring is no longer the end

A tasting menu, a revamped pub offering and an awards bash in a cathedral...

18 In Focus

63 Export Focus

94 Travel

Ulster Business speaks to ADS chief Paul Everitt about NI aerospace and a changing sector

Pavel Barter on the border companies which count the Republic as key to business

We discover that Disneyland Paris is an experience which will be hard to forget

23 Business Finance & Banking

75 Motoring

96 Technology

From ‘green’ vehicles to seven-seat family wagons – Pat Burns hits the road

Remember when you had the best camera phone on the market? It’s just been beaten

John Simpson takes a look at the numbers

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MAY 2019

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EDITOR’S COMMENTS

Business wheels keep on turning

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ust when everyone thought the uncertainty which has sat heavy on the shoulders of business for the last two years or so was over, the next major red line for the UK’s membership of the EU now sits on Halloween.

But given the upheaval around us, the public and political sentiments could change once again.

Welcome to May’s edition of Ulster Business. It’s another busy issue which includes a sit down with Trevor Shaw — boss of Abbey Insurance owner Prestige.

Northern Ireland’s aerospace sector also gets some attention, including a chat with Paul Everitt who heads up aviation industry body ADS. There’s been a lot of change

within Bombardier itself over the last couple of years, but Paul remains confident in the long-term success of the business in the UK, and the future of the A220 series, formerly C Series, and its production in Belfast.

We’ve also had some good news on the jobs front, from 75 roles being created by GLL across Belfast leisure centres, to 100 at the Park Centre in the west of the city, following the expansion of one discount store and the opening of another.

But another stalwart of UK retail hit the headlines for all the wrong reasons.

Debenhams is facing tough times, entering into a pre-pack administration — ensuring it keeps the lights on for now. It has five stores in Northern Ireland, each acting as anchor tenants. Each will remain open

Publisher Ulster Business c/o Independent News & Media Ltd Belfast Telegraph House 33 Clarendon Road, Clarendon Dock, Belfast BT1 3BG

and continue to trade, but the firm is still pressing ahead with store closures across the UK as a whole, but hasn’t yet revealed which will get the chop.

On to some more upbeat news and the owners of the Galgorm Resort and Spa are moving ahead with plans for a hotel and restaurant at the former Holy Rosary Church on the Ormeau Road in Belfast.

I’d like to take this opportunity to pay tribute to fellow journalist, Lyra McKee. She was murdered in Derry, just a few days ago.

It’s a truly shocking and horrendous crime, and my thoughts are with Lyra’s family, and those who knew her well, at such a difficult time. ■ John Mulgrew

Editor John Mulgrew Manager Sonia Armstrong Sales executive Sarah-Ann Gamble Production manager Irene Fitzsimmons Graphic design Susan McClean, INM Design Studio

Printer W&G Baird Greystone Press, Caulside Drive, Antrim BT41 2RS www.wgbaird.com

Cover photo Elaine Hill Contact: 028 90 264260 www.ulsterbusiness.com

@ulsterbusiness

Ulster Business Magazine

Independent News & Media Ltd © 2018. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form, or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior permission of Independent News & Media Ltd.

MAY 2019

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NEWS

month IN ‘Trusted numbers trader’ A

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Northern Ireland’s ILO unemployment level between December and February. It matches the rate at the start of 2018.

status could help NI firms with Brexit

By John Mulgrew

£395m

The turnover for Co Tyrone construction giant McAleer & Rushe. It saw an 18% rise in turnover for McAleer & Rushe Contracts Ltd.

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The number of storeys of a newly proposed apartment block for Belfast’s Sailortown. It would take the place of the former Rotterdam and Pat’s Bar.

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The number of jobs being created

by GLL at leisure centres across Belfast. The company now manages 14 centres based across the city.

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orthern Ireland exporters could avoid some of the damaging impact and friction of a hard Brexit by adopting the Government’s ‘trusted trader’ status, Ulster Business can reveal.

According to Safeguard AEO, a firm which assists businesses in getting the green light for the so-called Authorised Economic Operator (AEO) trading quality mark, the global arrangement could help firms avoid heavy friction with trade, following Brexit.

The status is a quality marker, which the Government says allows businesses to fasttrack shipments through customs, and is something which could be crucial if the UK leaves the EU without a deal.

And while such an arrangement has not yet been firmed up by the Government, Richard Thompson of Safeguard AEO believes it’s something which is seriously being considered.

According to figures reported by the BBC, 749 applications for AEO were received between June 2016 and January this year, with fewer than half the applications being approved.

“It is dependent on the arrangement that is put in place between Dublin and say Belfast,” Mr Thompson says.

“If you are moving stuff from the north to the south, then that accreditation will be recognised in the south, and those goods could just move (freely).”

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The AEO is a global scheme, which was first introduced by the World Customs Organisation (WCO).

The firm provides software and support to both small and large firms, taking them through a green, amber and red light system for the various stages of the complex AEO system, ensuring each area meets the correct standards before the application is submitted.

“Businesses should be thinking very seriously about getting this accreditation. Either, they will need it when we leave, or they will need it if we stay,” Mr Thompson said.

The status applies primarily to physical goods being transported across customs areas, including manufacturers, agri-business and general retail.

Martin Dubbey, managing director of Safeguard AEO, said: “The big concern is not just the Northern Ireland border with the Republic. You also have 500 HGVs coming out every day down to the port, and then across.

“I think there has to be some sort of fudge (around the UK’s exit).”

Meanwhile, Karen Wheeler, who heads the UK Border Delivery Group, has told a group of businesses here that there is no magic technological solution for preventing a hard border in Ireland.

NEWS

Bombardier ‘to see increased jet demand’

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emand for Bombardier’s partBelfast made passenger jets will continue to increase and helps “demonstrate there is a life beyond whatever the name above the door might be”, it’s been claimed.

business, not just from Bombardier, but from external customers as well. That demonstrates there is a life beyond whatever the name above the door might be. It’s about the quality and expertise.

Paul Everitt, chief executive of aviation group ADS, was speaking to Ulster Business about the performance of the firm, following on from its tie-up with Airbus last year. Hundreds of workers build the wings and part of the fuselage for the A220 passenger jets.

“The market is swinging in the A220’s direction. We been through a period where all costs were relatively low, and allowed a range of airlines to sustain their existing fleet, and not worry about oil prices or fuel efficiency. As they have risen, it re-emphasises the need to have highly fuel efficient products.

“I pay credit to Michael Ryan. They have created capability in the plant and around the business,” Mr Everitt said. “They are winning

“I think the pressure on airlines will only support more and more serious interest in the aircraft.”

MAY 2019

Paul Everitt

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NEWS

Quotes THE month OF

“We are extremely concerned that the Department for Communities has published a knee jerk consultation to amend liquor licensing legislation in Northern Ireland to create a ‘special licence’ category to address issues at The Open this July, while ignoring the challenges faced by the hospitality industry here.”

Colin Neill of Hospitality Ulster speaking about a consultation on ‘special event’ licensing.

“The delay just increases the uncertainty... it’s not good for business.

We would like to know one way or the other what is actually happening.”

Kieran Kennedy, managing director of sportswear business O’Neills, based in Co Tyrone, speaking to the Belfast Telegraph after EU leaders granted the UK a six-month Brexit extension.

“This new extension means that an imminent economic crisis has been averted, but political compromise and a fresh approach are needed. More of the same would just mean more chaos this autumn. Northern Ireland businesses will now be adjusting their no deal plans, not cancelling them.”

CBI NI director Angela McGowan speaking about the extension to the UK’s Brexit deadline.

New exercise business for city hotel

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orthern Ireland’s largest hotel will soon be punching well above its weight as a new exercise business sets up shop, Ulster Business can reveal.

Fitness franchise 9Round has been growing in the UK at a steady pace, and will open its doors later this month at the Grand Central Hotel in Belfast city centre.

Rather than running on a set schedule, a new 9Round session starts every three minutes, allowing a new workout every day, including a range of weight resistance, cardio and corestrength training.

It’s understood 9Round Belfast will be opening in May 2019. Commercial property firm Osborne King acted on behalf of the landlord, Hastings Hotels, to secure the new tenant.

£8m hotel and restaurant green light

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new £8m hotel and restaurant has been given the planning green light for south Belfast.

The proposal by the owners of the Galgorm Resort to turn a south Belfast church and parochial house into a restaurant and hotel has crossed the final planning hurdle.

Belfast City Council’s planning committee signed off on Galgorm Collection’s application to open two venues at the former Holy Rosary Church on the Ormeau Road.

The proposal, which will create around 100 new jobs, had previously been recommended for approval.

Galgorm Collection managing director, Colin

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The company is one of the first brands in the UK to utilise wearable heart-rate technology, and class participants wear heart rate monitors, which are hooked up to a big screen in the gym.

Johnston, said: “We’ve extensively engaged with councillors, partners, residents and stakeholders to ensure that one of Belfast’s finest, historic buildings can be carefully restored to create an outstanding new and unique hotel and dining experience for the city and for Northern Ireland.”

And John Davison, director, strategic communications at Turley says that the “this result represents a great outcome for all those involved on the project team as well as for Belfast”.

“We appreciate the effort and consideration that Belfast City Council’s planning team and planning committee put in to considering and ultimately approving this application.”

NEWS

East Belfast set for new brewery

Bullhouse Brewing Company owner William Mayne

By John Mulgrew

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ast Belfast looks set to get a new craft micro-brewery amid fresh plans, it can be revealed.

It’s understood Bullhouse Brewing Company, currently based in Newtownards, wants to turn a former menswear store on the Newtowards Road into its new brewhouse.

The planning application has been made by Landmark East – a company owned by the East Belfast Partnership.

It’s been submitted to Belfast City Council for a change of use from retail, to a micro-brewery.

It’s understood the expansion of Bullhouse would see the east Belfast site becoming its new home.

Plans show the building, which is around 3,000 sq ft, would include a brewing area, storage and a ‘gallery/display’ section towards the front of the building.

The application includes a change of use from “retail unit (class A1) to micro-brewery (class B3) with gallery/display space and provision of new external doors, roller shutter in yard wall and forming ramp in yard”.

MAY 2019

9

NEWS

Unemployment at record low but recruitment concerns remain

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orthern Ireland’s labour market starts off 2019 in a strong position but firms are still facing issues recruiting the right people for roles, it’s been claimed.

According to the latest jobs report from the Northern Ireland Statistics and Research Agency (NISRA), Northern Ireland’s unemployment rate fell to 3% in the threemonth period to February 2019. That’s the joint-lowest unemployment rate on record, and matches the same low at the start of 2018.

And during the latest three-month period an estimated 26,000 people were classed as unemployed – the lowest figure on record.

However, more than 200 people were made redundant in Northern Ireland in March, a marked increase from just 17 in February.

The latest Labour Force Survey revealed a number of all-time highs, with total employment increasing by 2.1% to 860,000 – a record high.

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“Within this figure the number of employees and full-time workers hit record highs,” Ulster Bank chief economist Richard Ramsey said.

“Robust employment growth has contributed to an increase in the employment rate, with the proportion of working-age individuals in work reaching a fresh high of 71.2%.

“This was the first-time in over six years that Northern Ireland wasn’t at the bottom of the UK regional employment rate table.

“Without wanting to discount these positive headlines, it is important not to read too much into the latest Labour Force Survey findings. The report notes that the recent downward moves in the economic inactivity and unemployment rates are not statistically significant.”

He said while Northern Ireland’s labour market was overall “moving into 2019 in a strong position” that the economy as a whole has “lost a significant degree of momentum” during the end of 2018 and beginning of this year.

“The economy may be slowing but recruitment difficulties are mounting,” he says. “The latest NI Chamber survey for quarter one revealed that 60% of firms viewed that Brexit is negatively impacting on the ability to attract skilled workers.

Almost half of NI firms believe their business is experiencing a skills gap.”

Meanwhile, commenting on the latest NISRA data on the economy, which shows a 0.2% rise, Dr Esmond Birnie of the Ulster University Economic Policy Centre said: “That might not seem like very much but it was the same as the UK (GDP) growth rate.

Rather more impressively, over the entire 2018 year NI output grew by 1.9% which contrasts to the official UK growth figure of ‘only’ 1.4%. In fact, if anything the data is suggesting the NI economy has been accelerating rather than decelerating.”

But he said some of the caveats around that include potential Brexit stock building and starting from a low base post-recession, and should be taken into consideration. ■

NEWS

High street suffers 3.3% slump

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orthern Ireland’s high streets have been hit by the biggest drop in footfall across the UK, new figures

show.

Footfall across Northern Ireland’s shops slumped by 3.3% during March – marking the biggest rate of decline of any of the UK regions, according to fresh figures from the Northern Ireland Retail Consortium (NIRC) with Springboard.

According to NIRC director Aodhán Connolly, “there has been growing uncertainty across Northern Ireland as we approached the March 29 original Brexit deadline and that uncertainty is reflected in the fact that shoppers did not

MAY 2019

want to spend as much time in our retail destinations”.

“We now have a window of six months to prevent this Brexit anxiety from affecting our industry and shoppers again, but rather than breathing easy, our politicians and the EU must make a renewed effort to find a solution that prevents a no-deal hard Brexit,” he says.

High streets here suffered the steepest decline in the UK at 3.6%, while retail park footfall had also declined at the same rate.

Diane Wehrle, marketing and insights director, Springboard said: “The noticeable drop of 3.6% in high street footfall in Northern Ireland

Aodhán Connolly

in March brought to the end a five-month period of consecutive increases, and varied from a rise of 2.5% across the UK. “At least part of this poorer performance is due to a stronger than average comparable in Northern Ireland for March last year, when high street footfall declined by just 1.9% compared with 8.6% across the UK.”

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Tenders open for Opera House refurb

By John Mulgrew

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£7.5m revamp of Belfast’s Grand Opera House has taken its next step as it opens up tenders for the ambitious project, it can be revealed.

Applications are now being invited from economic operators who want to be considered for inclusion on a restricted list of contractors for the refurbishment and upgrade of the listed building.

It’s due to shut for around 10 months in order for the work to take place.

The Grand Opera House was the first building in Belfast to attain grade A listed status, and is the only remaining Victorian theatre in Northern Ireland. Its historic auditorium is regarded as among the architecturally most important theatre interiors in the UK and Ireland.

The work will start next January, supported by The National Lottery Heritage Fund.

A planning application for listed building consent was submitted to Belfast City Council in July last year. It includes plans for

Talent event returns to Belfast

the “refurbishment of existing auditorium including new seating layout and internal redecoration... refurbishment of associated bars and circulation areas, remodelling of existing modern extension including works to facade.”

Sarah McKeag of event sponsor EY, Cheryl Whitley, Abacus Talent Group, Gareth McCullough, SmashFly and Louise Gault, Think People

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host of top speakers will descend on Belfast later this month for the second Powered

by Talent event.

The full day event – taking place at ICC Belfast on May 22 – has been significantly expanded this year and will accommodate in excess of 500 attendees, making it the largest talent-focused conference on the island of Ireland and one of the highest profile events in the UK. Justin Rush, founding member of Powered

By Talent and director of Abacus Talent Group, says: “Talent attraction and retention remains one of the biggest

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challenges businesses face. We have seen the emergence of Northern Ireland as a powerful economic force. With innovative indigenous businesses growing rapidly alongside increasing inward investment from some of the world’s leading companies.”

Speakers for the event include Lady Chanelle McCoy, founder of Chanelle Medical, Rob Williams, EMEA director of insights, Indeed and Debra Searle MBE, adventurer and motivational speaker.

COVER STORY

Building on a legacy with further growth on the horizon Prestige Insurance Holdings, owner of Abbey Insurance Brokers, is building on five decades of industry foundation and expanding through investment and acquisition. Ulster Business speaks to chief executive Trevor Shaw about growth and the road ahead

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revor Shaw has been tasked with building on the legacy of an insurance giant which has been a stalwart of the industry here for almost 50 years.

He’s chief executive of the Prestige group, which includes household names such as Abbey Insurance Brokers, as well as recent additions Autoline Insurance Group and Open + Direct – it’s a business built on strong foundations, but with even bigger aspirations and plans for growth.

And in the last couple of years, it’s grown into an insurance business boasting a workforce of around 700 staff, based across Northern Ireland, the Republic of Ireland and Great Britain – taking on two new businesses and a majority investment from US-based private equity firm Capital Z. As part of its structure, it has a number of different companies, Abbey Insurance Brokers and now Autoline, the most familiar consumer brands, along with business-to-business companies, and Prestige Underwriting.

The latter is a company which has crossed the Irish Sea successfully and carries out around half of its business elsewhere in the UK. “The business has been built on the back of diversity,” Trevor says. That means covering a wide range of areas throughout the various businesses under its wing, from personal lines, commercial insurance broking and underwriting, to claims and technology.

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COVER STORY Trevor has been passed the legacy of a business which is almost 50 years old, while understanding the responsibility to the 700 employees to help take the company forward and continue ongoing investment.

He’s been with the company more than eight years, coming in to assist founder and former chairman, George Storey, to help plan out and develop the future of the business.

“I worked closely with George in such a way that he had comfort to pass on leadership to me over that phase,” he said.

The flagship consumer business in the Prestige group remains Abbey Insurance

Brokers. It’s been around since 1973, and has built on being a dependable and respected brand in Northern Ireland over five decades.

“Abbey has continued over so many years because of the consistency of supply. We have evolved into a business which has a reputation across Northern Ireland for service, and for being competitively priced.”

Trevor says a lot of strength in the company remains its relationships with people – dealing with customers and retaining their business, thanks to the quality of service and product offered.

As an insurance broker, working with a broad and trusted panel of insurers, to search their best deals, Abbey is going up against the raft of comparison sites popping up across the UK. Trevor says one of the biggest challenges is educating consumers that a broker effectively does the same as these online aggregators but customers have the ability to pick up the phone and deal

with any issues directly with an expert local team.

Looking at growth overall across the group, Trevor says: “It has been very good in the last couple of years, starting with the acquisition of Open + Direct in 2016.

“We are very strong in retaining business within the group. To keep driving ahead, we need to keep reinventing how we deal with the consumer, and future-proof the business through digital innovation.”

And last year, US-based private equity fund Capital Z took on a majority stake in the business. With that, the company has found key backing which will help it take on additional businesses over the coming years.

Some of the latest acquisitions >

Paul Hanna, Trevor Shaw and Julie Gibbons

MAY 2019

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COVER STORY

Paul Hanna, Julie Gibbons and Trevor Shaw

have not only expanded Prestige’s offering and workforce, but added another raft of experienced leadership to complement the business. It has just completed a deal to acquire insurance business Autoline Insurance Group, a deal which sees two of its senior management team joining the Prestige Board.

“We identified Autoline as an innovative business which was similar to our own, with a good mixture of both personal and commercial lines,” Trevor says. “We wanted to significantly develop our commercial broking and identified how well Autoline were performing in that space. The management team are also very culturally similar to ourselves.”

Julie Gibbons was formerly operations director with Autoline Insurance Group before the acquisition and has joined the Prestige Board as group broking director.

“Autoline would have had a reputation for innovation, and we have had a real focus on the people who work for us,” Julie says.

“We were at the point where we knew we were growing significantly, but needed investment to do that. This is why joining the Prestige group and having the backing of Capital Z really helps that.”

Taking up the post of chairman is Phil Bunker – an insurance industry leader, and former managing director of LV. “Phil has unrivalled credentials in the sector and has a wealth of direct experience in mergers and acquisitions in some of the biggest

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insurance names in GB. This is invaluable and his expertise brings the support and motivation our team needs as we look at ways to continue to grow the group,” Trevor says.

With Trevor in the role as chief executive, he’s joined by Paul Hanna as chief financial officer, who’s been with the Prestige group for 12 years and an experienced senior management team.

“We’ve been through a major period of change, and I feel very comfortable about the strength of the team around me,” Trevor says.

Another of Prestige’s advantages is having a business based in the Republic of Ireland – alleviating some of the concerns which could arise around the UK’s exit from the EU. Trevor says one of the next steps is eyeing up owner-managed businesses which may not have a succession plan in place and look to acquire those which fit well within the company ethos and culture, as well as being able to help add an additional string to Prestige’s bow.

Julie Gibbons says her new Prestige board position should be a strong indicator to other potential partners entering negotiations.

Coming from the frontline of an acquisition, she has experienced the company’s ethos and is able to see the business benefits of joining forces.

The advantage which Prestige can offer to potential acquisitions is allowing a small business access to its huge infrastructure and framework, in areas such as finance,

compliance, HR, audit, marketing and sales.

Then there’s its claims management business, assisting customers through their claim journey, and Cover.Net, a Prestige company which provides software platforms for the insurance industry and something which Trevor says has been “pivotal” for the overall growth of the Prestige business.

“It has given us an advantage over our competitors,” Trevor says. “In each and every instance we have tried to find ways to learn and develop each element of the customer journey within the business, as opposed to outsourcing to a third party.”

Looking forward, Prestige continues to expand its wholesale offering in the UK, but the Republic of Ireland contains a huge level of opportunity for growth, according to Trevor.

“Our key objective in the Republic of Ireland is to make acquisitions, and while we are particularly keen on the growth of commercial, equally we would like to pick up personal lines business, and we are looking at online trading brokers in the Republic.”

While the business landscape across Northern Ireland is in something of a state of flux, given the political issues at home and across Europe, Trevor believes his industry continues to thrive.

“Our responsibility is to modernise – to keep putting our customer first, assist them through their insurance journey, and to be open-minded and forward-thinking as to how we service their needs,” Trevor says. ■

IN FOCUS

Bombardier, Brexit and a booming industry worth billions John Mulgrew speaks to Paul Everitt, boss of aerospace body ADS, about the future of Bombardier in Northern Ireland, the pitfalls of Brexit and a rapidly evolving global industry worth billions to the UK each year 18

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t’s a multi-billion pound industry which saw deliveries last year worth almost £30bn to the UK.

And aircraft and aerospace is something which has continued to be part of Northern Ireland’s manufacturing heritage – Bombardier still one of the largest employers here.

“Overall, the UK is a key part of the global aerospace industry. The global marketplace is

on to growth, strongly,” Paul Everitt, ADS chief executive tells Ulster Business.

He heads up the industry body which represents more than 1,000 firms involved in the sector, from the small, to the scale of international aircraft makers.

Here, Canadian-owned Bombardier has gone through something of a tumultuous few years. It started with the loss of 1,080

IN FOCUS

Paul Everitt, ADS

have to improve. As we move to a more digital future, the nature of the jobs we see in manufacturing facilities will change. “… there will be ups and downs, as programmes and fortunes rises and fall, but the great thing about the aerospace sector is it’s high value, long term, and people are on salaries you can build a life on.”

Paul’s a fan of Michael Ryan – the head of Bombardier in Northern Ireland, who’s now in charge of the entire aerostructures and engineering services arm of the Montrealheadquartered company.

“I pay credit to Michael Ryan. They have created capability in the plant and around the business. They are winning business, not just from Bombardier, but from external customers as well. That demonstrates there is a life beyond whatever the name above the door might be. It’s about the quality and expertise.

Bombardier in Belfast

jobs – announced in 2016 – with further cuts unveiled in the months and years that followed, a battle with rival Boeing to sell its C Series passenger jets – part-made in Belfast – and then a tie-up with French giant Airbus, taking a majority stake the C Series.

For the industry here, Bombardier employs around 4,000 workers across its sites – the majority of which are based in Belfast, with hundreds working on the now

MAY 2019

“The team in Northern Ireland have demonstrated they can deliver, to quality, time and price, in a way everyone around the world recognises.

rebranded A220 jets.

“Personally I’m very optimistic,” Paul says.

“The A220 is a great product. The support Airbus is able to provide, it will have a long and successful future and that will underpin and support jobs in Northern Ireland for the long term.

“The market is swinging in the A220’s direction. We been through a period where all costs were relatively low, and allowed a range of airlines to sustain their existing fleet, and not worry about oil prices or fuel efficiency. As they have risen, it re-emphasises the need to have highly fuel efficient products.

“We need to recognise that there is an ongoing competitive battle. Companies will always

“The A220 is a remarkable aircraft, and it delivers a level of fuel efficiency and operational

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IN FOCUS

Airbus boss Tom Enders

efficiency that is hard to beat. I think the pressure on airlines will only support more and more serious interest in the aircraft.”

Brexit is another concern for the industry as a whole. “(The industry) is facing some headwinds because of Brexit, and we can see that the UK is not growing (as it should) because many companies have stopped or curtailed investment, and minimised risk to Brexit by putting things elsewhere.

“The key players, such as Airbus and Boeing, are still ramping up our production. They are very busy. We are not seeing quite as much of that market as we would expect because of concerns over what will happen in the coming months.

“From ADS’s position, there are good things going on. The UK Government has understood the importance of the aerospace industry in its long-term industrial strategy – following through into real manufacturing jobs.

“In 2018 we signed an aerospace sector deal as part of the Government’s industrial strategy – that is for £125m of Government money, to be more than matched by industry to support the electrification of flight, and other solutions, and to prepare for what might be a quite an

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exciting change in the next five to 10 years.

“We feel there is a recognition of the importance of the industry, and governments are backing. But clearly it’s a difficult period.

With Brexit, Paul says the industry wants to remain closely aligned with Europe, and maintain existing relationships.

“Looking at the industry as a whole, we have been clear. In terms of the challenges, we want to stay in the European aviation safety regime, no friction at the border and enough time to prepare for the new relationship (between the UK and the EU).

But how could any upheaval hit Bombardier, and the industry here at home? “From a public point of view, it’s the same issues.

The sensitivities around the border, from the friction point of view… what works in Northern Ireland, we would like to be working in the rest of the UK too. We want to avoid any infrastructure at the border.”

The next major shift change in the aerospace industry will the growing market for electric aircraft. It’s some way out in terms of becoming the norm when popping over to sunny Spain with family, but it’s coming.

“We are looking at significant and radical change, but over time. We are not going to see large aircraft being powered by electric batteries, but we will see greater electrification of those products.

“Lighter, more fuel efficient aircraft with less noise. There will be continued incremental improvements in products, but early stage will be new and niche products.

“Rolls Royce and Airbus are working on hybrid electric aircraft, a 50-60 seater, which could potentially make a significant environmental improvement.”

And it’s not something which could be entirely alien to Bombardier. The development of electric and hybrid aircraft requires big money, therefore it tends to be the big players which can afford to plough cash into their development.

“Some will be developed and flourish, and some will fall away,” Paul says.

“While there are always new opportunities or companies, making aircraft and flying them safely is not something that is easy to learn how to do.” ■

Room hire on offer at Crumlin Road Gaol

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elfast’s Crumlin Road Gaol is offering customers free room hire as part of its latest experience deal.

The grade A listed building dates back to the 19th century, but now melds its history with advanced audio-visual technology coupled with top end hospitality facilities, providing the a solution for a variety of events.

Crumlin Road Gaol is the ideal setting for conferences, seminars, product launches, drinks receptions, gala dinners, private parties, exhibitions, concerts, movie screenings and more.

MAY 2019

The visitor attraction prides itself on providing “unique and bespoke events, and being as flexible as possible, ensuring that the event is tailored to the clients needs to provide the highest quality experience and memorable event for all guests”.

On the food front, head chef Damian Blaney, has developed versatile menus consisting of the finest local produce that

can be tailored to suit the clients requirements.

“From tasty lunchtime treats to formal banquet dinners, food and drink at Crumlin Road Gaol is always enjoyable, satisfying and refreshing.”

With all room bookings, customers have free access to our customised AV equipment, free wi-fi and free, secure on-site car parking for guests.

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BREXIT

Brexit’s Halloween delay ‘avoids imminent economic crisis’

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further extension delaying the UK’s exit from the EU could help avert an “imminent economic crisis”, it’s been claimed.

Theresa May secured a Halloween extension to Brexit following agreement with the 27 EU leaders, meaning the original March 29 deadline, followed by a red line in April, has now been pushed back to October 31, in a bid for the Prime Minister to get a deal over the line.

Angela McGowan, director of the CBI in Northern Ireland said the time between now and October required “political compromise and a fresh approach”.

And she said businesses in Northern Ireland would now be adjusting their plans for a ‘no deal’ Brexit, not cancelling them. “The impact that Brexit uncertainty is having on business investment is clear. In the coming months rebuilding confidence and boosting investment will be critical to support the all-island economy,” she said.

“No deal brings unnecessary risk to the Good Friday Agreement, which has been the foundation of social, economic and political progress. Cross-party collaboration must happen now to end the crisis.”

And Aodhán Connolly, director of the Northern Ireland Retail Consortium, said: “There is somewhat of a sigh of relief from both consumers and retailers that, because of this latest extension, we will not be crashing out of the EU with no deal. But this does not mean that the pressure is off, quite the opposite.

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Angela McGowan

“While we understand the high level of Brexit fatigue, politicians must use the time given to break the political impasse in Parliament.

It would be pure negligence by our elected representatives if the we find ourselves once again teetering on the edge of a ‘no deal’ Brexit in six months.”

National chairman of the Federation of Small Businesses (FSB), Mike Cherry, said:“After already facing two potential cliff-edges, on March 29 and April 12, small businesses are being asked to wait and see all over again whether they might face another.

“Extensions do avoid a cliff-edge in the short term, and dodging the economic harm of

no-deal (in April) will be a huge relief for many small businesses. What is a problem, however, is that these extensions provide no comfort that there will be an end to the debating, dithering and delay.

“They also eat into the length of the transition period which small firms desperately need if they are to have enough time to prepare for whatever changes they will need to post Brexit.

“By October 31, a third of the planned transition period will have been lost. Unless we get a political consensus, all a further extension does is create even more uncertainty which is driving small firms to despair.” ■

Business finance & banking MARCH 2019

BUSINESS FINANCE & BANKING

New dawn could boost NI business development While Brexit is still upon us, John Simpson says the business sectors finances have proved stronger than predicted and lending could be boosted on the outside as the veil of uncertainty lifts

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he darkest hour comes just before the dawn: an apt reference to the prospects when Brexit is finally taken out of the daily diet of news, concern about business disruption, and foreboding about difficult trading prospects. Brexit is proving to be a slow departure. This year the economy has proved more resilient than many feared.

Employment has remained at high levels, jobs for skilled employees are available, and with less certainty personal incomes have been maintained.

Political uncertainty and efficient business management are an uneasy mix. In the recent winter and spring (now heading towards summer) businesses have had to live with an intense series of destabilising influences. For over 40 years, businesses in Ireland and the UK have grown accustomed to near frictionless

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EU market conditions. customs duties had disappeared on all internal EU trading. For businesses on this island, the memory of cross-border customs duties had all been but forgotten.

Looking at the lending performances of some of our own banks, the numbers seem to be adding up. In its full year accounts for 2018, Danske Bank posted pre-tax profit of £88.8m, while new lending rose 26% and overall business lending increased by 6%.

Meanwhile, across the UK as a whole, Barclays has announced a £14bn lending fund as part of a series of initiatives to help small and medium-sized businesses (SMEs) to succeed and flourish through Brexit and beyond.

Across Donegall Square, Ulster Bank saw its income rising from £184m to £191m during 2018, while profit after impairments stood at £51m. There was a 15% rise in new corporate lending, while small business rose by 27%.

Only older colleagues (than this writer) can remember the perils of railway journeys interrupted by a one hour stop at Goraghwood station, close to Newry, while all passengers were asked by customs officers if they had ‘anything to declare’. More affluent

BUSINESS FINANCE & BANKING

older travellers would more likely recall the cross-border queuing requirement for the predecessor of the ‘green card’ for cars.

Today, the challenge is of how to deliver the political agreement that the border on this island should be either frictionless or non-existent as the UK plans to leave the EU. In the new era there will be redefined relations between NI and the Republic, within the framework of UK-EU relations. The important part lies in negotiations on working arrangements that have not yet officially started.

MAY 2019

For the remaining part of 2019 and going into 2020, the business scene might be described as getting ‘ready for life after Brexit’.

In the last three years the business community which forms the core of the private sector in Northern Ireland has been trading successfully.

The evidence from local reviews of the larger profit making businesses has been encouraging. Year-on-year turnover has been increasing faster than inflation and, even more critically, profitability has been maintained and often improved.

Work to identify how well locally owned and controlled businesses have performed has been reassuring. To be included in the review of the Top 100 more profitable Northern Ireland business, which will be published in more detail, the cut-off point has risen to just on £2m annual pre-tax profits. In a further reassuring feature and in contrast to the preceding year, during the year 2018 the number of business casualties fell to a very small number.

While the overall performance of businesses >

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John Simpson

BUSINESS FINANCE & BANKING

in the private sector has been better than is sometimes appreciated, there is a mixture of features in the complex matrix of business performance. The evidence is often from personal subjective sources but the elements do point to a consistent pattern.

Businesses have been trading, in general, with improved profits but with turnover rather less buoyant. Employment has been increasing, now more slowly, but pay rates (or average earnings) have not fully recovered from the fall in real earnings in the past decade.

Interestingly at a regional and national level, changes in wage rates have not shown the boost of an inflationary increase that might have been expected when unemployment levels have fallen to near record lows.

Bargaining in the labour market has been restrained, probably influenced by the siren voices of emerging problems as the Brexit withdrawal agreement has dominated the political and economic policy agenda. This

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points to the emergence of a contrast between the trend in overall business profitability, which has improved, alongside the trend for individual personal incomes to lag behind the real levels of the past decade. To a modest degree, business profitability may have improved relative to changes in the costs of the payroll.

While the scale of the difference should be treated with caution, as business evolves during the rest of 2019, business finance may be better placed to activate improving investment plans.

The post-Brexit business scene should be pointing to reduced uncertainty, even with some predictable new business obstacles, and a helpful change in government economic policy to incentivise faster economic expansion.

That prospect, alongside a business sector that has a stronger capacity to invest and grow, makes the months ahead more encouraging than many experts expect.

In summary, the business sector is understandably anxious to see a return of greater business stability and, for a mixture of reasons, may now be more likely to implement more ambitious investment programmes. Add to this combination the possibility that official Government economic policy will be more flexible (and less tied to concepts of austerity) and there is a hope that, out of the recent grey clouds of possible recession, there will be incentives leading to a more buoyant economy here.

Just one moment of caution: the brightness of a new dawn in 2019 may be dimmed if the political processes constrain the application of improved economic policies through a refreshed local administration.

Business has been performing well, despite the huge levels of uncertainty. However, the political environment could drown out an improving economy. That challenge has not changed. â–

BUSINESS FINANCE & BANKING

Firstsource expands into city centre

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ontact centre business Firstsource is expanding into Belfast following a £1m refurbishment of city centre offices.

The firm is taking on ‘Olive Tree House’ at Fountain Street, which was formerly home to Concentrix.

The new premises offer capacity for 600 employees and 150 staff have already been relocated, the firm says.

Sean Canning and Laura Hourican, Firstsource Solutions, Mark Slaughter, director general for investment, Department for International Trade and Kieran Long, Firstsource Solutions

Olive Tree House is providing customer support for Sky customers in the Republic of Ireland. The company says “further growth is planned with new business wins across the UK, and there will be up to 450 potential job opportunities across customer service, human resources, IT and general management”.

Sean Canning, chief operational officer, customer management, Firstsource Solutions said: “This significant investment will enable us to support and upskill local talent, offer career progression, support the local economy, win new business and continue to support existing clients with world class customer management.”

Danske and Ulster pair up for apprenticeships

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anske Bank and Ulster University are inviting new applications for a top apprenticeship programme for school leavers.

The scheme offers students the opportunity to get paid work experience in the banking sector while studying for a degree.

Danske Futures is a three-year higher-level apprenticeship programme for students who have completed their A-levels.

Ten new apprentices will take up a role within Danske’s personal banking and small business team or operations team, while studying part-time for a funded degree in ‘managing the customer contact’.

Stacey Irvine-Herald, Danske Bank with Timothy Moruzzi from Ulster University and student Lauren Hamilton

Caroline van der Feltz, HR director at Danske Bank, says that “by enabling students to earn money and gain valuable experience while studying for a fully-funded degree, Danske Futures provides a fantastic opportunity for ambitious young people to get ahead in their career. We’re delighted to

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support some of Northern Ireland’s brightest young talent achieve their full potential, and it benefits us by bringing new skills and fresh ideas to our business.”

Lauren Hamilton from Belfast joined the

programme when it first launched last year, and is currently working in Danske’s mortgages customer support team. “This apprenticeship appealed to me as I could work and study at the same time,” she said.

BUSINESS FINANCE & BANKING

Keep it safe: Danske Bank creates new team to fight fraud and cyber crime Danske Bank’s new fraud and cyber crime manager, Chris Wynne, on how his new team is helping combat fraud and get the message out about the risks facing customers and Northern Ireland as a whole

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he advent of digital banking and ecommerce has made aspects of our lives more convenient, but has also created new opportunities for scammers to steal money.

It is for this reason that Danske Bank has created a new dedicated fraud and cyber crime team in Belfast, to work with customers around fraud awareness and to educate people far and wide about the risks.

The eight strong team, which brings together expertise in card, ATM, cheque and payment fraud (including digital), is led by fraud and cyber crime manager, Chris Wynne.

“Fraud isn’t new. But the types of fraud and how it is affecting both our personal and business customers has changed drastically over the years” Chris says.

“Banks used to be worried about cheques and notes and people opening accounts with altered documents. Now the fraud we see is a lot more sophisticated, but still simple at the same time. Ultimately it draws on the weakness that is common through all these frauds – you and me.”

TYPES OF ATTACK Movies would have us believe that the biggest risk to our finances is from tech genius hackers using top software to crack the security systems used by banks and financial institutions. But it’s far more common in

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cases of fraud that criminals exploit human weaknesses to access individual accounts.

Common scams include: ● Phishing, vishing or SMiShing: use of fake emails, phone calls and SMS/texts to obtain sensitive information such as user names, passwords and credit card details. ● Fake tech support calls: a call from a supposed service provider on the proviso of fixing a problem (which does not exist) and may ask you to logon to internet banking or install some remote access software (eg Teamviewer) ● Authorised push payments: people tricked into sending money after contact by phone, email or social media by scammers pretending to be their bank, estate agent or service provider ● Fake marketplaces: people taking advantage of marketplaces to sell products and services that don’t exist “These attacks aren’t just from local fraudsters, in many cases they are carried out by worldwide organised crime gangs. We’ve seen cases where payments have left and gone to China, to America, to Russia,” Chris says.

“Based on reports of the type of calls customers receive we believe most of the cyber crime taking place in Northern Ireland is originated from elsewhere.”

SOCIAL ENGINEERING Chris says that while some of the scams seem incredibly obvious, they are based on sophisticated manipulation techniques.

“The social engineering cases we see in the likes of the telecomms scams and the fake tech support calls, these are companies that have been set up somewhere in the world specifically for the purpose of catching out customers. I have no doubt they are incredibly well trained in what they do. Very often these people claim to be from BT – a highly respected and established telecomms provider” he says.

“Because that person says they are trying to help, people buy into it completely and it doesn’t feel unusual that a company such as BT is asking for your bank account and online login in credentials.”

Businesses are also being actively targeted, for example through online marketplace deals done on the phone, email or text. Here, fake sellers will ask for a bank transfer and because payments are so quick, funds can be in their bank accounts within minutes. The fraudster then moves or withdraws those funds and severs contact.

“A Danske Bank customer recently struck a deal by email with a seller to buy a tractor and agreed to send a deposit of £4,000 with the rest being paid when it was picked up. They were trying to be cautious and not send the money in one go. But when they turned up

Danske Bank’s new fraud and cyber crime manager, Chris Wynne (centre) is joined by fraud liaison officers Grainne Mackle and Lisa Pollock to launch the bank’s new dedicated fraud and cyber crime team

BUSINESS FINANCE & BANKING

at the house address given for the seller, the homeowner said there was nobody selling a tractor and our customer was the third person to call that day asking the same thing. There’s no recourse for that,” Chris says.

Another common approach is chief executive fraud, where someone with authority to make payments gets an email from the chief executive or a director of their organisation.

The person is asked to arrange a payment at short notice from an email address which looks like the chief’s actual account in the hope that person will act quickly to please their boss.

“These types of scams aren’t done randomly, there is a lot of research done by the fraudsters to make sure they are speaking to the right person, with the appropriate level of authority to let them do what they want to do,” he says.

MAY 2019

Another emerging risk is “mule accounts” where people are paid to allow money to move in and out of their account or are forced to give up their details.

SOCIETY As Northern Ireland’s biggest bank, Danske Bank believes it has a duty of care to customers and wider society to do more to educate people about these growing fraud risks.

The bank’s own ‘Keep it Safe’ programme educates people about fraud and it is also aligned with the Government’s ‘Take Five to Stop Fraud’ initiative and local campaign Scamwise NI. The new team is recognition of the need for more direct connections with customers and

more resource to investigate and stop fraud.

“One of the key reasons for this team is to provide people with a voice that has the specialist knowledge of the attack they’ve experienced or fear they may be encountering,” Chris says.

“We also want to ensure our customers know what is going on. Fraud isn’t something people talk about a lot, but we need to talk about it more to raise awareness. It comes back to the person. People are the weakest link, but they also have to be first line of defence.”■ Chris Wynne can be contacted at christopher. wynne@danskebank.co.uk and you can get more information on how to ‘keep it safe’ by visiting www.danskebank.co.uk/personal/help/ keep-it-safe

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INSURANCE

Bringing trust and expertise to the fore Just two years after setting up, Amet Insurance Solutions has grown quickly to become one of the leading local managing general agents in Northern Ireland. Managing director Vincent McIvor talks about creating a new business based on building relationships and trust

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hen Vincent McIvor and his cofounders decided to go out on their own with a new insurance business, it was about getting back crucial family values and offering decades of expertise and local knowledge.

Amet Insurance Solutions is a Northern Ireland based business working as a leading local expert, operating between brokers and insurers, handling the claims and underwriting for policy holders across a range of sectors.

It brings a century of experience to the table between the founders and management team, building trust and bringing top-end local knowledge to the fore. In little over two years, the business has grown to a team of 11 and will add new staff later this year.

“It started with myself, and three other guys who had all worked together, previously. Three years ago, we decided to move on and try and do our own thing,” Vincent says.

“We are an MGA (managing general agent).

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“That means we offer our service and expertise to an insurer that wants to enter a market they don’t have access to.

“We underwrite and handle all the claims on behalf of partner insurers. We deal directly with the market and the policyholder.

“We wanted to get back to our values, and we saw a gap. We offer local decision-making and expertise for underwriting and claims handling.

We know that business in Northern Ireland continues to rely on building relationships and that’s exactly what we aim to do. We want to be seen, and are seen, as the experts in our field and the trusted partner to go to, to ensure the best coverage and service that the policyholders require.

“We deal through the brokers 99% of the time across both our commercial products, motor and liability.

“For example, brokers would submit details of their clients, we underwrite and offer the best policy that fits that business.”

Vincent formed the business alongside Mark Price, who specialises in liability underwriting, Simon Rotherham, in motor underwriting and David Boyle, a specialist in IT who has developed the firm’s own system.

Amet Insurance underwrites on behalf of Liberty Insurance, which forms part of the highly respected and well trusted global insurer, the Liberty Mutual Group, and has certainly added value to the market here. They manage the entire process for policyholders. “The claims come directly through us, and we handle those on the insurer’s behalf also.

“We are proactive from a claims management point of view. And it’s this claims service which is one of our strengths, and why we decided on doing this ourselves.”

It’s one of just a few companies doing what it does in Northern Ireland, and offers up a full package under one roof – from underwriting, claims and IT, each managed locally.

Amet offers commercial motor and employers

INSURANCE enormous value to the insurer, the broker and the policyholder. We are very proactive and, with our strong network of adjusters and solicitors, we are able to handle things very quickly.”

One of the advantages Amet offers is having the access to an insurance giant such as Liberty.

“The Northern Ireland market is different from the Republic and GB markets, and our relationships really help that,” Vincent says.

“One reason which motivated us to set up ourselves is that we wanted to offer the best underwriting and claims service in Northern Ireland, and we are either heading towards that or are already there. We are coming from a position of strength.”

For Vincent and the team, it’s about being trusted and dealing with claims in the best possible way for its policyholders. “We are working with brokers that we trust, and those which have a similar mentality to what we do. Our service and accessibility allows the brokers and policyholders to trust us also, and our claims service speaks for itself when claims inevitably occur.”

Inside Amet Insurance Solutions’s Belfast offices

and public liability insurance across a range of Northern Ireland business sectors, according to Vincent. “We are very sector focused. We work with companies in transport and logistics, and passenger transport – that’s from a single vehicle, right up to the largest haulage and coach and taxi fleets in Northern Ireland.

There’s very little we don’t do.”

That also includes includes motor and liability insurance for the construction sector, food

processing and distribution and manufacturing.

“We are very focused on those sectors, getting involved with the trade bodies, and making them aware of what we can bring to the table.

“It’s about understanding the needs of each sector, and bringing forward a suitable solution.

“For us, the expertise which we bring from an underwriting and claims perspective adds

Amet’s ‘Lloyds box’ which the company says is a symbol of its traditional values

MAY 2019

Amet is looking at growing the business organically, and building on the strength and success of the company so far.

“There could be new markets, and we are looking at other products,” Vincent says.

“Those products could be something which complement what we have already, the ability to offer our policyholders a full suite of products suitable to their sectors remains the ambition.”

And that growth will happen across Northern Ireland, but the firm may also expand into the Republic of Ireland and elsewhere in the UK. “Whatever the future brings for Amet, we remain agile as individuals and as a team to adapt, embrace change and continue to build lasting relationships with our partners and our policyholders.” ■

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RECRUITMENT

Money still talks...

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n the last few years, commercial businesses have considered in great detail the question of employee reward. Analysis of both the financial and non-financial elements has taken place to ensure attraction and retention of talent.

Unfortunately, accurate salary and benefit information from the local marketplace has often been unavailable, therefore making the process of comparison and benchmarking quite difficult.

For that reason, the team at Abacus Careers undertook its biggest and most wide-ranging salary and benefits survey to date. In the first quarter of 2019, the team personally surveyed 1,000 locally based professionals to obtain their viewpoints.

The survey sample included senior management, mid-level and support staff.

Great attention was placed on ensuring an even as possible male/female split in the sample.

Ultimately, 493 female respondents and 507 males respondents were surveyed. Gender differences still remain pronounced in some sectors; such as IT where 77% of the sample are male and HR where 84% are female.

Overall, 200 respondents were in accountancy, 250 in financial services, 150 in legal, 200 in IT, and 200 in HR, sales, marketing and support.

Justin Rush

The results from their confidential survey responses have allowed the Belfast-based recruitment firm to produce 21 industryspecific salary survey reports, covering 60 individual job titles and one overview report.

The overview provides sector by sector comparisons and highlights some interesting findings relating to gender pay differences, benefits available and age demographics.

Abacus salary surveys titles include: Accountancy - Commercial Accountancy - Support Accountancy - Practice Accountancy - Tax Financial Services - Financial Crime Financial Services - Compliance Financial Services - Project Management Financial Services - IFA Financial Services - Insurance Legal - Qualified Legal - Support

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Legal - Non-practice IT - Analytics IT - Web Development IT - QA IT - OOP Human Resources Marketing Office Support Sales Salary Survey Overview

Some interesting findings include: ■ 73% of all respondents expected a basic pay increase in 2019 ■ 52% of all respondents have access to flexible working options ■ £2,326 is the average expected pay increase from all those surveyed The survey results are able to highlight to readers the sectors and jobs which gained pay increases in the last year, and by how much. Interestingly, you can also review the responses which indicate expectations for a basic pay increase in the year ahead per job title and sector. Something no other survey provides.

The free downloadable reports can be found on www.abacus.careers/salarysurveys Justin Rush is managing director at the Abacus Talent Group and can be found on justin@abacustalentgroup.com

Commercial property & construction Sponsored by

MARCH 2019

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COMMERCIAL PROPERTY & CONSTRUCTION

A growing city… with challenges ahead With more than two dozen buildings under way, three regionally significant developments given sign-off from Stormont, and almost a billion pounds of future masterplan schemes, John Mulgrew looks at what’s keeping the cranes up and the challenges ahead

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t’s typical. You wait for one regionally significant planning application to be approved, and three turn up.

We’d been sitting around for the last two years, scratching our heads over the future of those developments which were sitting on the desks of senior civil servants, in lieu of any elected ministers.

And the green light for the £500m Belfast Power station, the £208m Transport Hub and £15m cruise ship terminal at Belfast Harbour will be the latest in a long line, and growing number, of large-scale developments in the city and beyond.

“Recent years have witnessed a welcome and long overdue resurgence in development across Belfast. From traditional development such as new, high-end office space to

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the multi-million investment in student accommodation to the massive growth in our hotel market, Belfast has seen a period of growth which has not only begun to transform the city’s economic fortunes and skyline, but also drastically enhance the opportunities for contractors of all sizes to deliver these works, employing thousands of people cumulatively as a result, David Fry, executive assistant director, Construction Employers Federation told Ulster Business.

“With the gradual evolution of the buildto-rent model for housing and other major schemes such as City Quays 3, Sirocco and Tribeca Belfast now starting to advance, there is unquestionably going to be a continuation of investment and opportunities for contractors over the coming years,” he said.

Take Ciaran and Stephen Devine’s Belfast

COMMERCIAL PROPERTY & CONSTRUCTION

Power station. It’s now a green-lit £500m gasfired development on the Harbour estate, and at peak times could produce as much as half of Northern Ireland’s electricity.

it will ensure competitive costs, benefiting customers.” Belfast Power is working alongside Siemens Energy to design and operate the plant.

That could mean 700 construction jobs being supported throughout the build – something which could get under way later this year, and be up-and-running by 2022.

The Department for Infrastructure (DfI) has also given approval to a new £15m cruise ship terminal at Belfast Harbour, aimed at boosting the city’s connectivity with ships and attractiveness as a destination.

Ciaran Devine has said the approval comes at a “critical time for Northern Ireland’s electricity industry, and the power station will play a central role in ensuring we have enough electricity to meet demand over the coming years”.

“The project also represents a significant shift towards low-carbon electricity generation in Northern Ireland. This is good news as we continue towards decarbonisation and

MAY 2019

Translink’s £208m Belfast Transport Hub will be another much-needed boost to the construction sector here. Boss Chris Conway says 400 jobs could be created during the build, as well as additional longer term investment and job opportunities.

“The scheme which will take around five years to complete is a further milestone in the transformation of public transport in >

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COMMERCIAL PROPERTY & CONSTRUCTION

Ciaran Devine

Northern Ireland. It is hugely important as the main transport gateway, with rail, coach and bus connections to all parts of Northern Ireland and beyond.

“As a catalyst for the regeneration of the local area, the plans will play a key role in positioning Belfast as a modern, confident and progressive city supporting the City Council’s Belfast Agenda.

“We have seen strong passenger growth in recent years with a record 81 million passenger journeys last year, the highest in 20 years. This modern, innovative Transport Hub will allow us to build on this success, to meet growing customer demand, increase transport connectivity and enhance the customer experience as even more people choose to use public transport.”

Aside from these schemes, there’s almost a billion pounds earmarked for both Tribeca Belfast, formerly Royal Exchange, and Belfast Waterside – formerly Sirocco.

The former is centred around the redevelopment of much of the north of Belfast city centre, and is a move away from the previous retail-led scheme, to one focused on office space and apartments.

Belfast Waterside will see the former

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Sirocco site transformed into a mixed-use development.

There’s also City Quays 3 – which will become the largest office building as part of Belfast Harbour’s masterplan.

The 16-storey scheme was given the sign-off

by Stormont, with Farrans due to start work on the huge scheme, which will sit close to City Quays 1 and 2, and the AC Marriott hotel.

Elsewhere, PwC’s new home, Merchant Square is well under way, and Erskine House – which will house HMRC – is almost complete.

In the last few weeks, Co Tyrone developer McAleer & Rushe unveiled its plans for Norwich House, which could see an office and 174-bedroom hotel built.

But as the cranes shoot up and the bricks rise from the ground, there are barriers to this level of expansion in a city not designed for it.

One of the concerns was highlighted in last month’s Ulster Business – the future and modernisation of the water and sewage system across Belfast and beyond. There are concerns that no new connections could be made after 2021, without around £800m of investment in the city alone.

“For this (overall construction) investment to be realised at the speed that is envisaged in Belfast City Council’s draft Local Development Plan then a number of factors which slow that speed need to be addressed,” David Fry says.

“Chief among these, as we have said on the record many times in recent months, is the fact that, at current levels of investment, no new connections to Belfast’s existing wastewater treatment network will be possible within two years. This is unquestionably the biggest infrastructure challenge that we face and at its absolute core is the year-on-year policy of our collective political class to duck the big decisions.

“We and colleagues across the business community have consistently said that NI Water’s governance model is sub-optimal, that their financial settlement is inadequate and that many people have expectations in terms of what they can deliver for the funding that is available to them which are unrealistic.

“This needs to be resolved because, without it, then many of the lofty ambitions within Belfast’s, or any other local council’s development plan for that matter, are simply impossible”. ■

Phoenix Natural Gas communications manager, Geri Wright, and Hugh Roarty from Action Mental Health deliver their ‘Provoking Thought’ mental health programme to Saintfield High School pupils

Phoenix taking CSR to its core As corporate social responsibility (CSR) becomes an increasingly important focus for business, Phoenix Natural Gas executive director, Jonathan Martindale, discusses how CSR has evolved to now sit at the core of the business

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atural gas is a fuel with inherent environmental benefits. Since arriving in Northern Ireland, natural gas customers making the switch has resulted in 7.5 million tonnes of CO2 being from the atmosphere. Each year, householders using natural gas continue to save on CO2 emissions, equating to the removal of 350,000 cars from the road each year.

The company is proud of its environmental credentials, having been the only company in Northern Ireland to be awarded three ‘swords of honour’ by the British Safety Council and achieving platinum status in the 2018 Business in the Community Northern Ireland Sustainability Survey for its commitment to environmental excellence.

By extension, Phoenix is firmly focused on ‘doing good’ not only in the wider environment, but in the communities that it serves. This includes around 300,000 consumers in its original licence area of Greater Belfast, and an additional 28,000 in 13 towns in east Down and Whitehead where the

company is currently working to extend the natural gas pipeline.

Phoenix Natural Gas has evolved its approach to CSR to being intrinsically entwined with the business strategy, seeking to build a longterm, sustainable business that creates real economic, social and environmental value.

Driven from the top, corporate responsibility is embedded at every level in the organisation and embraced by all staff. It’s this transformational approach that we believe identifies us as an organisation that embodies responsible business, as evidenced by Phoenix being a dominant award winner in previous accolades from Business in the Community for Corporate Responsibility excellence.

This year, we are delighted to add Business in the Community’s CORE accreditation to our achievements in responsible business and to have our work in this area recognised as being among the very best in Northern Ireland.

Over the past 24 months Phoenix has amplified its CSR programme to ensure it is working

as effectively as possible and delivering on both business and community objectives.

We have hosted over 200 events in that time, impacting over 63,000 members of the community, Staff and the wider gas industry have also raised more than £70,000 for charities here.

We are proud to be recognised for our work in this area, particularly having recently been announced as a finalist within Business in the Community’s Responsible Business Awards for the ‘Northern Ireland Responsible Company of the Year’ award.

While external accolades continue to be motivator for us to push the boundaries in terms of CSR, the real value for us is seeing first-hand how Phoenix Natural Gas can positively impact the marketplace, workplace, environment and community.

For us, the cohesion between business and community is the key to delivering an effective and impactful CSR programme and through understanding the value of this relationship; Phoenix Natural Gas has truly transformed its approach to CSR. ■

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COMMERCIAL PROPERTY & CONSTRUCTION

Mixed bag for the market… but we’re a resilient bunch

By David McClure, director, Osborne King

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he latest economic analysis emphasises the now tangible reality that our regional market has stalled, growth forecasts are reduced, unemployment rising and overall business activity in March fell at its fastest rate in nearly three years, according to Ulster Bank’s latest purchasing managers’ index.

The NI Chamber/BDO Quarterly economic survey confirms the picture and reports that all of the regions forward looking indicators have weakened in the first quarter of 2019. The business environment is tougher, but as with so many aspects of life, confidence is key to navigating rougher waters borne out of Brexit.

There can be little doubt that businesses here, as robust and as resilient as they are, have started to stall key investment decisions, reevaluate their priorities and switch to a much more pragmatic rather than idealistic mentality.

This pragmatism can now be seen very clearly in property terms with many occupiers in the market postponing relocation or expansion strategies, content to adopt a ‘wait and see’ approach. This has stifled occupier demand in all sectors in recent times but is particularly evident in the high street, where a new retail acquisition is counted as rare as the proverbial ‘hen’s tooth’ among market observers.

New office take up in 2018 was very encouraging in spite of the uncertainty in the

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wider economy being reported as around 900,000 sq ft with key deals including Land and Property Services at 9 Lanyon Place, PwC’s commitment to the Merchant Square development and Deloitte’s pre-let of McAleer & Rushe’s Bedford Square project. As a result, headline rents have grown steadily and are now widely regarded as being in excess of £23 a sq ft which is an impressive increase of around 15%, year-on-year.

we have also seen several notable transactions including the sale of Bow Street Mall shopping centre in Lisburn for just over £12m and Donegall House investment, to a well-known Northern Ireland-based private investor.

In the first quarter of 2019 statistics not surprisingly show a softening in this demand with just over 100,000 sq ft of office transactions recorded. Interestingly, the characteristic in the majority of these deals is flexibility and now appears the key driver for occupiers particularly tech and start up sectors.

In summary, the Northern Irish property market continues to function albeit at a reduced pace apparently confident (at least with a small ‘c’) that as the year progresses a final Brexit outcome will be determined and that in the face of this certainty a positive bounce will likely occur. I remain of the view that we are a resilient bunch of determined businesses and entrepreneurs so it seems therefore that until we know anything further we simply ‘keep calm and carry on’. ■

Encouragingly, rents remain firm in spite of the downturn in activity and this can largely be explained not only because Belfast remains good value for FDI and UK based ‘near shoring’ businesses, but also due to the market dynamics outlined above which offers scope to trade higher rents for greater lease flexibility making short-term lease commitments a reality for landlords and tenants alike.

The softening in the wider market has created opportunities once again for the savvy cash rich investor. As a result the investment market here continues to function relatively well particularly at the lower end of the market, but

Residential land too continues to trade remarkably well with a lack of supply of ‘ready to go’ opportunities fuelling the market and pushing land prices ever higher across.

Tele: 028 90 270000 Email: david.mcclure@osborneking.com Twitter: @OsborneKingNI

COMMERCIAL PROPERTY & CONSTRUCTION

Leading right from the top Tughans is well placed as one of Northern Ireland’s leading experts in commercial property and real estate. We take a look at what it’s been up to and chat to four partners about the future of the sector here

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Tughans’ Real Estate partners Rebecca Moffett, David Jones, James Pringle and Joe Moore with construction partner Tim Kinney and planning and environment consultant Maria O’Loan

COMMERCIAL PROPERTY & CONSTRUCTION

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ake a quick look across Belfast’s burgeoning skyline and you will spot a major piece of the city’s commercial real estate that Tughans has been at the heart of.

Tughans boasts the largest specialist commercial property team in Northern Ireland – something which has helped keep the firm in the number one spot four years in a row on the Experian deal table.

Lead by David Jones – a dual-qualified solicitor who works across England, Wales and Northern Ireland for a variety of institutional, local and multi-national clients – the Real Estate team has expanded to include five partners, two consultants, alongside a significant number of associates and paralegals, to support the growing workload.

In addition, the team is supported by specialist environmental and planning consultant Maria O’Loan, construction partner Tim Kinney, and large banking, property finance, construction and litigation teams.

It’s responsible for everything across the commercial property spectrum – including investment, commercial and residential development, and landlord and tenant work in all sectors.

In addition to David Jones, the team includes partners Joe Moore, who also specialises in licensing, James Pringle – who is also a specialist in energy such as wind and solar – and Rebecca Moffett, a dual-qualified solicitor heavily involved in the retail market, with support from veteran real estate lawyer now turned consultant Phyllis Agnew.

“We are and have been the largest specialist commercial real estate team in Northern Ireland,” David says.

It’s been a changing landscape with an influx of major fund investment from outside Northern Ireland, particularly in areas such as student accommodation, leading into build-torent schemes in Belfast.

“Our proven experience and expertise mean

MAY 2019

the major funds and household name clients have the confidence to instruct us on their significant investment and development deals.”

Some of the biggest household names count Tughans as their legal specialists on the ground across Ireland. And they don’t come much bigger than tech giant Apple.

The firm believes that while the overall commercial property market here has seen a strong uplift in the last few years, there is still significant potential in our local market.

Take the office market, where rents here have been historically low. But while Belfast is still a cost-effective place to do business, rents are on the rise – making it more viable for new schemes to get funding.

“You can see the large number of cranes across the Belfast skyline, where developers and funds are prepared to invest,” James Pringle says. That includes numerous major student housing developments – including several now under construction, with Tughans having been involved in 90% of them.

While bank funding is still somewhat constrained, often requiring pre-lets before work can begin, some developers and funds are able to get their schemes out of the ground on a speculative basis.

For example, Tughans was involved in River House – a £15m revamp which saw the building transformed into grade A offices, to include a shared work space. It was a deal that was done without the need for pre-lets, and a number of tenants have already taken on space.

Retail is far from being at its strongest at the moment, with a challenging environment and a drop in footfall. However, Tughans is still behind some of the bigger name deals being done out there.

That includes working with House of Fraser in Belfast, on the sale of the business to Mike Ashley’s Sports Direct. “That was a great

project to be involved in, especially due to the high profile nature of the deal,” Rebecca says.

The team have also been working with the Tower Centre in Ballymena, including in its purchase in 2016, followed by a series of recent lettings at the Co Antrim retail hub, including one taking on more than 35,000 sq ft of space, along with Kilmona’s major development at Carryduff Shopping Centre.

The £8m scheme will be a mixed-use development and renamed The Village.

Rebecca says: “A large number of our clients have been around a long time; they are experienced and adaptable to changes in market conditions.”

Tughans has been involved in a majority of the high-profile corporate occupier deals in the last few years, including EY at Bedford House, Grant Thornton at Danske Bank’s Donegall Square West base, KPMG at The Soloist, Deloitte’s new Belfast HQ at Bedford Square and global law firm Baker McKenzie’s City Quays offices.

Aside from the development of student accommodation, build-to-rent is another area which Tughans believes the city is going to see a lot more of in the near future.

It’s something which Belfast lags behind in, when compared to cities elsewhere in the UK – with a greater move towards ‘city living’, something which David has significant experience of in England, including highly complex forward funding deals.

Another recent high profile transaction involved Joe Moore acting in the takeover of Down Royal racecourse, including everything from dealing with business tenancy issues right through to track betting, alcohol and entertainment licensing.

The team is also working alongside Translink at the early stage of its huge £208m Belfast Transport Hub – a scheme which will change the entire dynamic of the city centre, once completed. ■

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COMMERCIAL PROPERTY & CONSTRUCTION

The Future of Property Development How we work, live and play Law firm Cleaver Fulton Rankin examines how advances in technology and the views of our young graduates are affecting our towns, cities and workplaces and questions whether ‘Generation X’ needs to adapt in order to provide the meaningful careers they require and lives that enjoy opportunity for growth and achievement HOW WE WORK Less than a decade ago, we commuted daily to our work place, to our own workstation, put in a good day’s work and then travelled home. Now we have flexible working, agile working, remote working, hot desking and every variation in between.

People have the ability to work how best suits them rather than how bests suits the company, without reducing productivity and customer satisfaction. This allows everyone to play to their strengths and if that means working into the small hours in a coffee shop then so be it. Architects, developers and planners now need to take into account these workplace expectations when developing new places of work.

Solutions have seen the increase of moveable partitions, hubs, hot desking and breakout areas, all of which require careful design, consultation and implementation.

Gone are the days of lines of cubicles, and instead you are more likely to see booths for quick meetings and adaptable meeting spaces.

Cleaver Fulton Rankin anticipates office developments will move away from the traditional and towards accommodating flexible users. Construction documentation

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will have to evolve too which will require not only technical but legal advice.

Property documents may need to be altered and break clauses may become more relevant if office spaces are to be adaptable and responsive to tenant needs. All of these changes still have to take account of a revised planning system and must be considered in the context of an ever changing planning landscape as regards planning policy and local development planning.

HOW WE LIVE In line with how we have worked in the past, we all used to strive for the house with the garden in the country, however, that too is rapidly evolving. Now, young professionals want modern living in the city centre with low maintenance, close to work and a stone’s throw away from social activities.

Belfast traditionally has been a commuter city, however in the last decade there has been a steady increase in modern apartments rising among the shops and offices. If the trends of other major cities across the world are to be followed, we can only expect to see an increase in more city centre living options.

One such option is the ‘build to rent’ blocks which are purpose built for renters and have

certain add on services such as visitor’s accommodation, communal social areas and maintenance. Others may offer pooled car services, gyms or cinema rooms.

Cleaver Fulton Rankin anticipates that while there may be a rise in the ‘build to rent’ market the traditional residential model will continue to run in tandem. ‘Build to rent’ schemes will need careful consideration particularly in relation to how they are structured and financed and are likely to cause as much of splash in planning terms as the recent spate of purpose-built, managed student accommodation and hotel consents secured in Northern Ireland in the last few years.

HOW WE PLAY Coffee shops and restaurants have become a core staple in Belfast city centre, with every palate and budget catered for. There has been a boom in the number of planning applications granted for the construction of new hotels across the city as tourism increases and locals embrace the ‘staycation’. It also seems that the recession has taught people to be less materialistic over the last decade and so Belfast has seen the rise of the ‘experience’ industry

COMMERCIAL PROPERTY & CONSTRUCTION

Cleaver Fulton Rankin’s Construction & Property Development team understand the key issues faced by organisations who are ensuring that Northern Ireland is developed and equipped for its future real estate needs.

Marc Kelly, Anna McClimonds, Kathryn Collie, Lisa Boyd and Brendan Martyn of Cleaver Fulton Rankin’s Construction & Property Development team

with board game cafes and escape rooms emerging. Given the continuing gloomy news from the high street, retail will have to adapt into the total shopping experience if it is to survive and we may see the rise of collection centres in city centres or hubs where products can be viewed and then bought online.

As more people move to the city centre to live, Cleaver Fulton Rankin anticipates that the provision of social activities over and above the usual drinks and food industry will continue to increase. Planning advice may be required in respect of change of user applications and leases will need to be carefully considered from both a landlord and tenant perspective to ensure they cater for all new activities. ■

MAY 2019

If you would like to find out more, Cleaver Fulton Rankin is hosting its Future of Property Development seminar on this topic later in the year. Please contact info@cfrlaw.co.uk to register your interest.

The team act for developers, contractors, investors and funders in all aspects of the development and construction process and can offer a holistic approach stretching from the early concept and planning stage right through to delivering on construction and post development advice. This onestop-shop approach has proven extremely successful and gives greater cohesiveness and confidence to clients. Among the flagship projects the team has been delivering on in this way recently are the Giant’s Causeway Visitor Centre, Titanic Belfast, the Lyric Theatre redevelopment and Belfast Met. The team combines lawyers from across all of Cleaver Fulton Rankin’s legal disciplines.

Led by Kathryn Collie, director, the integrated team brings together expertise in real estate, construction, planning and environmental, corporate, banking and finance.

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Danske Bank chief economist Conor Lambe

ECONOMY

Political uncertainty continues to stymie NI growth

By John Mulgrew

O

ngoing high levels of political uncertainty look set to hit Northern Ireland business growth further and “poses a significant risk” to the economy here, it’s been claimed.

It comes as Danske Bank has revised down its forecast for economic growth here in 2019, down from 1.2% to just 1%. The bank is predicting growth could rise by 1.3% in 2020.

However, high levels of political uncertainty are expected to “continue to dampen capital spending by businesses and this is likely to constrain growth in the construction sector”, it says.

Danske Bank said that the services sectors are likely to continue to underpin growth, with administrative and support services, information and communication and professional services expected to be the three fastest growing sectors over the next two years. The bank is forecasting output growth in the wholesale and retail trade sector of 1.1% in 2019 and 1.5% in 2020.

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“Inflation is marginally below the Bank of England’s 2% target, and with wage growth coming through at stronger rates, household spending power is expected to continue its recovery in 2019,” Danske Bank’s chief economist, Conor Lambe, said.

“However, Brexit-related uncertainty looks set to constrain business investment and weaker global growth is expected to lead to some challenges for exporting businesses.”

It says manufacturing is expected to grow by 0.9% this year, while construction could reach 1.2% growth in 2019, and 1.5% in 2020.

Public administration and defence continues to have the weakest outlook of all the sectors of the Northern Ireland economy, according to the bank, with output expected to contract by 1% in 2019.

And on the political uncertainty, at home and further afield, Mr Lambe says: “Given that Parliament does not support a ‘no deal’ Brexit, the UK leaving the European Union without a

deal is an unlikely outcome. However, it is still a possibility and if it were to occur, it would have severe consequences for both the UK and Northern Ireland economies.

“We continue to believe that the UK will eventually leave the EU with a deal but a number of outcomes are still possible over the months ahead, including a further extension of the Article 50 process, a second referendum or a general election. With high levels of uncertainty continuing to linger, Brexit remains a drag on economic growth and it poses a significant risk to Northern Ireland’s future economic prospects.

“Northern Ireland remains without a Stormont Executive, following the collapse of the power sharing administration back in January 2017.

“Businesses and consumers are continuing to express concerns about the lack of political stability in Northern Ireland, with investment decisions and confidence both being negatively affected by the uncertainty.” ■

£60m Bushmills expansion approved

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huge £60m expansion of the worldfamous Bushmills distillery has been given the go ahead.

The distillery in the Co Antrim town now aims to double production over the next five years, as part of its plans, which also include developing 30 huge warehouses to mature its spirit.

The latest planning green light is for a new distillery, cooling equipment and boiler house.

Master distiller Colum Egan has said work will start later this year. “We are thrilled to receive planning permission to build additional distilling capacity on the site of the current distillery,” he said.

“We’ve been liaising with the Causeway Coast and Glens Borough Council for over a year on the application so we are delighted to get this green light to produce even more Bushmills for whiskey drinkers around the world.”

The distillery and brand is now under the umbrella of Mexican firm Jose Cuervo, after it was sold off by drinks giant Diageo, which owns brands such as Guinness and Smirnoff.

The ideal choice for any business requiring city centre office or meeting space in Newry

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ccommodation costs are one of the biggest expenses you will have in your business. There are always hidden and unexpected charges like electric, increasing property rates, water charges, repairs and maintenance. At Granite Exchange, your monthly fee is allinclusive giving you peace of mind that you can just get on with running your business.

Our private offices and co-working desks are provided with high speed internet and wi-fi access as well as having the availability of print, copy and scan facilities, access to two ultra-modern fully fitted kitchens, electricity, rates, air conditioning and heating, dedicated phoneline which includes free calls to UK landlines and UK mobiles, plus much more.

Why choose to be part of our serviced office environment?

1. Simple pricing – your all-inclusive monthly fee for our office includes all the essentials you need to run your business 2. No long-term commitment – While we know you will want to reserve your office at Granite Exchange forever, should you need to terminate you can do so at a month’s notice, there are no long leases to sign 3. Support staff – Between the hours of 8.45am – 5.15pm our reception team will welcome your clients to the building and work as a support agent for you and your business

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4. We take care of it all – from opening and closing the premises each day, cleaning, maintenance and everything in between, you will have no worries – just the base from which to make your business a success Whether you need a large room for an interview, a consultation or group meeting, Granite Exchange has three large conference rooms for our clients to avail of on either a half or full day basis.

With the use of hi-tech sound/visual equipment and our support team on hand to ensure everything runs seamlessly, our meeting rooms are perfect for you to impress potential clients or future business partners.

With Newry perfectly situated just off the M1 between Dublin and Belfast, this makes Granite Exchange the ideal meeting location.

To arrange a tour or to enquire about Granite Exchange’s services call Colleen on (028) 3044 2500 or email colleen.ohare@graniteexchange.com

TRANSPORT

Lynda Hurley, safe and sustainable travel division, Department for Infrastructure, David Tumilty, health and social wellbeing improvement manager, Public Health Agency, Una Carson, employee support officer, Translink and Krysten Maier, active travel officer, Sustans

Employers sign up to the Active Travel Challenge

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mployers across Northern Ireland are being encouraged to sign-up to the Active Travel Challenge for a healthier and more environmentallyfriendly commute.

The Department for Infrastructure, Public Health Agency, Sustrans and Translink have joined forces to launch the new initiative.

Throughout June, employers are asked to encourage staff to leave the car at home and walk, cycle or take public transport for some of their journeys to, from and during work.

Participants log their ‘active travel’ journeys online and can compete with colleagues and other companies to see who makes the most journeys.

Each week of the month will have a different ‘active travel’ theme kick-starting with Bus and Train Week, June 3 – 9, and there’s a range of prizes and incentives up for grabs to motivate employees to join the challenge.

Encouraging organisations to get involved, Translink’s employee support officer Una Carson said: “Research shows that people who take public transport are more active, clocking

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up additional steps and burning more calories as they walk to and from the bus or train.

“By incentivising staff to travel more actively throughout June, employers can help improve the health and wellbeing of workers, whilst reducing traffic congestion and creating better air quality for everyone who lives here.”

And Steven Patterson, Sustrans delivery manager, said: “Many commuters spend a large chunk of their day sitting in traffic jams.

We believe you can combine active travel into all or part of your daily commute.

“We are really keen to attract the ordinary, mainly sedentary worker to take part and enjoy the difference getting active as part of your daily routine can make to your life. The Active Travel Challenge is a great way to get started.”

Brendan Bonner, assistant director of public health, health improvement at the Public Health Agency, said: “Building active travel into your working day through walking and cycling can help contribute to meeting the Chief Medical Officer’s recommended amount of physical activity of 150 minutes each week.

Research shows that people who are physically active can reduce their risk of developing chronic conditions including heart disease, stroke, type 2 diabetes, cancer and respiratory conditions. It can also improve sleep, help maintain a healthy weight and reduce stress and anxiety.”

Lynda Hurley, safe and sustainable travel division in the Department for Infrastructure, said: “There are many benefits in choosing active travel options – to your health, the environment and your pocket. Many people continue to use the private car for what are relatively short journeys.

“In fact, around one third of all journeys that we all make every day are less than two miles – a distance that could be walked or cycled.

A further one third of journeys are less than five miles. One small change can make a big difference.”■ Find out more about signing-up to the Active Travel Challenge by visiting https:// atc.getmeactive.org.uk/ or email challenge@ sustrans.org.uk. Keep up-to-date with all the latest Active Travel Challenge action on social media using #GetMeActiveNI.

Corporate restructuring and M&A

MARCH 2019

CORPORATE RESTRUCTURING AND M&A

Restructuring: no longer the end?

Businesses in Northern Ireland and across the UK have been awarded a second chance when it comes to survival, through restructuring and agreements with their creditors and landlords. John Mulgrew speaks to the experts and examines some of those which have weathered the storm 54

CORPORATE RESTRUCTURING AND M&A

House of Fraser in Belfast

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The HMV store at High Street in Belfast that will now stay open

n the years since the recession, the word ‘administration’ was something that began entering the general public’s lexicon. And since 2008, and with a challenging economy burdened by uncertainty, companies facing tough times are still part of the overall business landscape.

And restructuring has played a huge part in their ability to continue, and to survive – calling in the experts doesn’t necessarily mean the death knell.

According to one expert, unshackled from “historic debt, the core business can survive and even thrive”, following a restructure.

“While acknowledging these obstacles, dynamic and motivated companies have proactively positioned themselves to be ready to capitalise on whatever outcome.

The high street, both here in Northern Ireland and across the UK as a whole, in particular, has faced some unprecedented challenges – with big names, bastions of business, going under, never to be heard from again.

“The business sector has faced a range of unprecedented challenges in the last number of years, the most obvious being Brexit,” Michael Jennings, partner at BDO NI said.

“Local businesses are continuing to invest through long-term strategic planning, allowing them to compete with global markets for longterm sustainability and competitiveness.

“This uncertainty along with issues around industry wide recruitment, the skills gap and

“Our businesses are able to do this by facing these challenges head on, restructuring >

However, some have weathered that storm.

MAY 2019

productivity have also played their part in shackling the progress and development of some of our businesses.

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CORPORATE RESTRUCTURING AND M&A early, recognising the need for succession planning, good governance practices and identifying new markets and customer bases which are now, or will be, open to them.”

Some of the high-profile casualties here have included HMV. The music retailer entered administration for the second time in six years, and as a result, a number of stores have since shut.

But in the last few weeks, the company’s flagship Belfast spot looks set to remain open, despite initially being due to close.

The future of the store had been in doubt after new owners Sunrise Records said the terms of its lease in the city centre were not viable

in the long-term. However, HMV’s managing director Neil Taylor announced that a deal had been struck with landlord Sports Direct.

There’s also House of Fraser – the higher-end department store which was bought out of administration by Sports Direct owner Mike Ashley. It has retained its presence in Northern Ireland, as anchor tenant of Victoria Square in Belfast, following a revised tenancy agreement with its landlord.

“The public’s perception following the last recession may have been that insolvency practitioners did little more than survey the battlefield and walk around finishing off the dying – and sometimes the dead,” Darren Toombs, partner at law firm Carson McDowell said.

“But the recent high street restructurings at House of Fraser and Patisserie Valerie have illustrated that jobs can be saved and liquidation can be staved off if the circumstances are right.

“Given a second chance, and with lessons learned through the difficulties faced by the old business put into action, many companies can and do pull through. Unshackled from historic debt, the core business can survive and even thrive on the other side of the process.

Locally, many trading businesses were saddled with property debt and even some of those have managed to restructure.

“The long-term future for high street retail from a restructuring point of view remains unclear and commercial landlords are definitely nervous, but a restructure is often far from being the death knell.”

The biggest retail giant which could be headed for a CVA (company voluntary arrangement), or similar agreement which could lead to rent reductions across the business, is Philip Green’s Arcadia Group. It owns some of the best-known names in clothing here, including Topshop, Burton Toby McMurray and Dorothy Perkins.

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At the time of print, nothing had yet been earmarked.

Elsewhere – and closer to home – Harry Corry is a Northern Ireland business which entered a CVA back in 2015. At the time, William Corry said he was confident that no jobs would be lost and none of the chain’s stores would close.

Now, according to its latest accounts for Harry Corry Ltd, the company has grown its turnover to almost £47m, while posting pretax profits of close to £6.5m.

“The whole thrust behind any insolvency regime, whether UK, US or elsewhere, is to forgive economic distress in order to breath life into struggling businesses, allowing them to make money and employee people,” Toby McMurray, partner and head of insolvency and corporate restructuring at law firm Tughans, told Ulster Business.

“Structures such as voluntary arrangements, which are available to both individuals as well as companies, are being used more creatively to broker all different types of agreements with creditors in order to ensure businesses gets some breathing space. In the space of commercial rents this has become most notable where tenants, normally with multi-unit occupancy, broker deals with their landlords to compromise rents.

“This compromise may be at different levels for different landlords depending certain factors, such as the performance of the business at a particular premises. In essence, such arrangements can cement any form of compromise if the parties agree. Insolvency ‘products’ should not always be about doom and gloom – these regimes are as much about salvation as they are closure.”

However, while not the death knell, the long-term future for high street retail from a restructuring point of view “remains unclear and commercial landlords are definitely nervous”, according to Darren Toombs.

And Michael Jennings of BDO says: “Our commercial approach to preserving value, finding efficiencies and improving business performance has helped hundreds of businesses, both large and small, to keep the lights on and return to profit”. ■

CORPORATE RESTRUCTURING AND M&A

NI Debenhams stores trading following administration

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ive Northern Ireland Debenhams stores are continuing to trade despite the high street stalwart entering in to a pre-pack administration.

The struggling chain will continue trading during the process, which does not affect the pension scheme, suppliers or landlords. But a new buyer will be sought and plans announced last year to close 50 stores will also proceed.

The locations of the stores facing closure were not revealed.

Debenhams is the anchor tenant at five shopping centres in Northern Ireland, including Newry’s Quays Shopping Centre, Ballymena’s Fairhill, Belfast’s CastleCourt, Craigavon’s Rushmere and Londonderry’s Foyleside.

The administration has angered shareholder Mike Ashley, owner of Sports Direct, who has called for the process to be reversed. The administration wipes out the stakes held by

MAY 2019

Sports Direct and all other shareholders.

In reaction to that, House of Fraser stores were offering customers a 20% discount when shopping online, or in store, in what signage on the Belfast spot referred to as ‘Debs day’.

Glyn Roberts of Retail NI said it “is obviously a worrying time for the staff of the five Debenhams stores in Northern Ireland”.

“Given their stores are an important part of Northern Ireland’s retail offer and provide a lot of footfall for town centres and shopping centres, I hope a buyer can be found. 2019 will be critical year of retail reconstruction and change. Our sector is facing huge challenges and must constantly innovate and adapt to what consumers want.”

As for the impact to consumers, John French, chief executive of The Consumer Council, said: “The Consumer Council encourages

consumers to use their Debenhams gift cards or vouchers as soon as possible. If a new owner buys over the business, it will be up to them whether to honour gift cards or vouchers.

“If you have a Debenhams gift card/voucher, you could also check with the person who bought it whether it was purchased using a credit or Visa debit card. If so, they may be able to secure a full refund from the card issuer, if the store refuses to honour the gift card or voucher”.

Last year, vouchers for House of Fraser stores were not automatically honoured by new owner Sports Direct after it bought the business.

The group of lenders that now owns Debenhams includes banks such as Barclays and US hedge funds such as Silver Point and Golden Tree. ■

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ECONOMY

Private sector suffers first fall in 32 months N

orthern Ireland’s private sector has suffered its first slump in almost three years as ongoing uncertainty and concerns over Brexit continue.

According to the latest purchasing managers’ index (PMI) from Ulster Bank, business activity in March dropped for the first time in 32 months.

And export orders and job levels both fell at their fastest rate in almost six years.

“The term ‘Brexit uncertainty’ has been overused in the last couple of years, however it is again a major feature of the latest PMI, with the impact of this becoming more and more tangible,” Richard Ramsey, Ulster Bank chief economist said.

“Perhaps more significantly though, export orders and employment levels both dropped at their fastest rate in almost six years, and Northern Ireland firms are

Richard Ramsey

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increasingly pessimistic about the year ahead.

Clearly the potential for a no-deal scenario was exercising the minds of business owners last month.

“Positives were in short supply in the latest survey with manufacturing continuing to be the only sector recording output growth, albeit that stockpiling was no doubt a factor. This is seen in the UK Manufacturing PMI, where stockpiling was reported to be rising at its fastest rate in 27 years.”

And looking at retail, sales activity is declining at its sharpest rate in four years.

“Meanwhile, Northern Ireland’s largest sector, the service industry, took a turn for the worse in March, with output, orders and employment all going lower. Service sector activity hit a 32-month low and staffing levels in the sector are falling at the fastest rate in almost six-anda-half years,” Mr Ramsey said.

“Last month marked the end of the first quarter of the year, and the deteriorating picture in March meant that it was the weakest quarter in terms of output since Q3 2016.

More significantly though, employment and exports had their worst quarter since the first half of 2013.

“However, Northern Ireland is not alone in this regard, with the UK as a whole also struggling on the growth front. Indeed this picture is consistent in Europe as well, where Germany for instance, is seeing manufacturing activity falling at a rapid rate.”■

RECRUITMENT

The next generation of talent must be nurtured

By John Moore, managing director, Hays Northern Ireland

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eneration Z often receives pointed criticism in business circles and in the media, particularly from employers who are struggling to either get the best out of them or having a tough time hiring new talent.

Alongside all the positive reports we get about Northern Ireland’s amazing talent pool, you’ve probably heard an equal amount of criticism of young people in this generation – typically born between the mid1990s and early-2000s.

Common barbs aimed at Generation Z are that they have a huge sense of entitlement, don’t have a strong work ethic, can’t take criticism, and are too immature for the workplace. I’ve heard employers bemoan the fact that this generation can’t communicate face-to-face or they place more emphasis on their passions outside of work than their own career development.

While some of this is no doubt grounded in their experience, employers perhaps need to adjust how they engage with the new generation beyond just offering them quirky perks and trendy working environments.

Hays recently sponsored The Good (A) Idea, the biggest ever AI hackathon in NI organised by AINI (Artificial Intelligence Northern Ireland) and Hackily – a two-day event hosted by QUB School of Computing and Ulster University Magee campus for around 180 hackers in Belfast and 40 in Derry.

The hackathon provided a welcoming and collaborative environment for hackers to build out brilliant, innovative, and impactful ideas using AI under a theme of ‘AI for good’, where hackers were challenged to utilise open data sources to create an innovative solution to a real-world problem.

It was an opportunity for students – who made up 75% of the attendees – and experienced professionals to meet fellow hackers, learn new technologies, and work alongside seasoned mentors.

Far from being underwhelmed by Generation Z, we were inspired by the talent pools from different backgrounds such as computer science, physics and maths, coming together to collaborate with each other, learn about bleeding edge technologies and also to put their skills to use in creating something that was a benefit to society. For example, one of the teams invented an algorithm for a computer to read British sign language using a webcam.

These were ambitious, driven, competitive young people who worked

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brilliantly in their teams and certainly didn’t struggle to communicate, even if they arrived alone and joined a team. A team from Glasgow made the journey across to take part and the hackathon ran right through Saturday night – so we couldn’t fault their work ethic.

There were prizes, mentorship and funding available to the winners of the hackathon, as well as recruitment advice and workshops provided to students and professionals by Hays’ own experts across software development, data engineering and cyber security.

But the main attraction was undoubtedly in the opportunity to co-create new ideas about how to apply technology to the world they will run in future. That is hugely positive and our challenge as employers must be to make sure the students who will be the candidates of the future in NI’s thriving tech community are encouraged to put that passion into their careers.

The undergraduate community is an under-served community of future leaders in terms of recruitment and our desire is to equip undergraduates with the right understanding of what employers in the tech sector want and how they can build their personal brand for the future.

Employers need to get past the myths about Generation Z and focus on helping younger employees find meaning in their work if they are to unlock their potential. ■

Export focus MAY 2019

EXPORT FOCUS

Across the borderline A The export market is booming in cross-border areas in and around Newry, but how will things change postBrexit? Pavel Barter checks out the pulse of businesses in the region.

s the morning sun illuminates the shores of Carlingford Lough in Co Down, a team of workers carry bags of oysters from the water to the beach. They toss, turn, and grade the shellfish according to size, before returning them to the seabed. Across the Lough we can see the Cooley Peninsula and Co Louth. In the Brexit border debate, this is ground zero.

Growing oysters takes three years, says Darren Cunningham, owner of Killowen Shellfish, and he exports stock every week.

“It leaves on a Friday evening at around

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5pm, and 98% is exported to France. It goes through Dublin and Rosslare to the top oyster buyer in Europe. The oysters are in purification tanks in France by Sunday evening. That’s how quick it is.” Carlingford Oysters then travel to restaurants in Paris and other European capitals.

How is business? “Very good,” Darren says.

“We sold nearly 50 tonnes of oyster last year.

Two tonnes went to China and the rest to France.” Is there much competition? “Not for us. We’re the talk at the minute. We have the best stuff.”

Darren and his team work next to Ballyedmond Estate, the family home of the late Edward

EXPORT FOCUS Haughey, founder of Norbrook, one of the world’s leading veterinary pharmaceutical companies. If you travel further up the lough – past Warrenpoint, home to Northern Ireland’s second largest port – you will reach Newry, where Norbrook is based.

Killowen Shellfish and Norbrook, which generated an operating profit of £45.1m in the year to August 2018, are very different businesses, yet both speak the common language of exports. There are around 8,000 VAT registered businesses in the greater Newry area and many of them are accustomed to criss-crossing the border.

“We have a number of major global players based here in Newry who supply goods across the world,” Colm Shannon, chief executive of Newry Chamber of Commerce and Trade says.

He name-checks MJM Marine, a leader in the

global marine industry, which employs 270 people in three offices across Europe. “Equally, we have a number of smaller companies who are involved in north-south trade. That’s usually the first step into the export market.”

Exports are the essence of business for Re-Gen Waste, a Newry firm established in 2004 by five siblings. Re-Gen began by recycling paper, cardboard, tin and plastics, before graduating to municipal waste and black bin waste. The family developed their own purpose-built facility in Newry, creating a business that generates millions. Its work is spread across Northern Ireland, the Republic and rest of the UK. According to John Doherty, a director at the business, Re-Gen “exports hundreds of tonnes across the border every day. We’re the fourth largest recycler in the Republic.” Its recycled products are exported to almost 30 countries around the globe.

Re-Gen is not alone. Other successful Newry exporters include FM Environmental Group, which has offices in Malta and the Middle East. In 2018, Newry’s BM Steel landed new business, in a deal worth £1m, in the Netherlands and Great Britain. Around Noon, a producer of high-quality sandwiches, employs 330 people and has made acquisitions in Dublin and London.

Newry-based construction firm mac-group is another all-island operation. In 2018, it completed a £11m refurbishment of River House, a 14-storey building in Belfast.

Simultaneously, it was working the new Barclays headquarters in Dublin.

“We employ over 180 people, across four different offices,” Brendan Moley, group interiors managing director at mac-group says.

“The Newry office has 40 full time people. A lot of those staff members support projects in Dublin, London and Birmingham. There’s a lot of commuting back and forth across the >

Carlingford Lough

MAY 2019

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Re-Gen is a waste company based in Newry

EXPORT FOCUS

border. We are trading in cross border services on a daily basis, but we’re also heavily involved in products and goods.”

Although GB is Northern Ireland’s biggest external market, businesses in the Newry region are accustomed to cross border trade due to their geographical location. “We’ve always looked at Newry as being half way between Belfast and Dublin,” Brendan says.

“You can get to Dublin Airport in 50 minutes from here. The talent available within the Newry market, in terms of some of staff, skillset and knowledge, is extremely beneficial as well.”

Some businesses fear that a hard border, in the event of a ‘no deal’ Brexit, will cause delays.

According to Darren Cunningham, only a few hundred lorries crossed the border every day in 1994. That number is around 13,000 Liam Nagle is chief executive of Norbrook

today. “A minute delay can knock everyone back hours,” he says. “My oysters can’t hold their breath forever. They’re a living creature.

They only have a certain amount of time. The quicker they get to France, the better condition they’re in.”

business community has expressed concerns that Northern Ireland will become a back door into the UK market for goods coming from the EU,” Colm Shannon says. “History tells you when you have variation of tariffs on the border, that’s an opportunity for smuggling.”

Re-Gen operates its own transport department.

“Currently we send a lorry to Dublin twice in a day to collect materials,” John Doherty says. “If there is a delay at the border, you are likely require a second lorry. The cost of taking everything from the Republic to the north doubles.”

Staff recruitment is another concern at Re-Gen, which has a 205-strong workforce. “We’re already finding it difficult to recruit staff,” John says. “Often, the people we’re hiring are seasonal and foreign workers. It’s the same for the agricultural industry, hotels...”

Technology, such as unmanned border posts equipped with cameras, would be unlikely to solve the problem, suggests Brendan. “Any type of border control will impact business.

Being from the border area myself, knowing how many crossings there are, I think it would be absolutely impossible to police it in any sensible way.”

Newry businesses fear they will face mountains of costly paperwork post-Brexit. There may also be compliance issues, such as food traceability difficulties for food producers like Killowen Shellfish, construction product regulations for mac-group, or paper work for Re-Gen’s haulage drivers, whose Certificates of Professional Competence (CPC) may not be to be recognised in a post-Brexit EU. The Government has suggested imposing zero tariffs on goods from the EU in the event of no deal. Newry businesses believe this would put them at a competitive disadvantage. “The

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But what about the arguments that a managed no-deal could be good for business?

Firms would still have access to EU markets under WTO rules. Furthermore, the UK might strike lucrative trade deals in the years to come. Businesses around Newry are not buying this. Certainly not Norbrook, which has “an integrated supply chain, with a global supply base, which relies on frictionless trade,” according to Liam Nagle, the company boss.

Uncertainty reigns for export businesses in the Newry area. “The chaotic nature in which this has been managed has restricted companies like ourselves from planning for the future,” Brendan Moley says. “It’s one false dawn after another.”

Darren Cunningham, looking across the water to where Co Louth is starting to feel very far away, says: “A lot of people are in complete disbelief and don’t think it’s going to happen.

I can’t get my head around it at all. That’s the truth.” ■

Aidan Gough, InterTradeIreland, Donal Durkan, Invest NI with Roger Pollen of the FSB, Christopher Morrow, Northern Ireland Chamber of Commerce and Industry and Mark Huddleston, IoD

Just one in six firms ‘ready for Brexit’

T

he ongoing uncertainty has hit four out of five businesses while almost half say investment is being postponed due to Brexit, according to one snap poll.

Around 300 businesses from across Northern Ireland gathered for a ‘Practical advice and support for Brexit’ event at Titanic Belfast, hosted by The Federation of Small Businesses, Institute of Directors, InterTradeIreland, Invest NI and the Northern Ireland Chamber of Commerce and Industry.

And polling those in the room, the event heard that around 38% of businesses attending have changed plans around employment of new staff, while 36% have changed their plans around entry into new markets.

Almost three-quarters of attendees cited customs and tariffs as potentially the greatest challenge to their business. That was followed by supply chain issues and logistics on 51%, taxation on 31% and workforce woes on 28%.

Just 19% of those gathered said the vote

MAY 2019

for Brexit had had no impact at all on their business.

But there remains a lack of preparedness around planning for the UK’s exit from the EU – the deadline now extended to October 31. Just 14% said they were already prepared for Brexit, with 48% intending to prepare for Brexit before the deadline, while 38% prefer to adopt a ‘wait and see’ approach.

Aidan Gough, InterTradeIreland, says the “Brexit deadline extension of October 31, 2019 has given firms an opportunity to take a step back and plan for whatever eventuality arises in the coming months.

“It is clear from today’s event companies are actively looking for the most up-to-date information available. We are here to help them navigate their way through the next six months.

“Now is the time to act and companies should use this time wisely to put a plan in place for their businesses.”

Some of the guest speakers at the event

included Vincent Power from A&L Goodbody, Karen Wheeler, director general of the Border Delivery Group and Dr Andrew McCormick, director general international relations, the Executive Office.

Meanwhile, the latest quarterly economic survey from the NI Chamber and BDO suggests while businesses are trying to grow sales, exports and jobs, they are becoming less confident around prospects for turnover and profitability in the next 12 months, while investment intentions among members are also falling.

Around 60% of NI Chamber members believe Brexit is negatively impacting on their ability to attract skilled workers to Northern Ireland with skills mismatch also a key business concern.

Ann McGregor, chief executive of NI Chamber, said: “The damaging impact of Brexit is becoming increasingly apparent as Northern Ireland businesses face continued uncertainty around its outcome. Investment intentions are weakening further and businesses are telling us that they are setting up or thinking of setting up/relocating outside Northern Ireland.” ■

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INTERVIEW

Applegreen continuing upwards trajectory

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INTERVIEW

Applegreen has grown its Northern Ireland offering to six locations. Co-founder Joe Barrett tells Fearghal O’Connor it is not slowing down its drive

F

or Joe Barrett it was always a logical decision for Applegreen to be a food company first and a fuel company second: “You might stop for fuel once a week, but you’ve to eat a few times every day,” he says. The plan worked. In March, the company said it had hit €2bn (£1.73bn) in annual sales.

It now has 11,000 staff — close to 5,000 of them in Ireland. Since going public in 2015, it has more than doubled in size and — if its growth path continues — industry observers expect that it will do so again.

“Growth is in our DNA. There are great opportunities and we have no lack of ambition,” Joe Barrett, Applegreen’s chief operating officer says.

This growth has come at a time when the overall service station market is contracting.

“What you will see is a smaller number of bigger sites with more offers for customers,” he says.

In the UK the market has fallen — from 12,500 stations to 8,500 in 20 years. When Applegreen started there were as many as 3,000 stations in Ireland. That’s now down to about 1,200 — almost 200 of which are Applegreen’s.

“It’s a natural evolution in the industry.

As electric cars come into play and as car engines become more efficient there is a requirement for less service stations. I think you will find a natural cull of smaller sites that have an alternative use over the next five to 10 years,” he said. Applegreen, of course, has been one of the main drivers and beneficiaries of the change, not least because of the foresight of Joe and his business partner, Bob Etchingham.

Applegreen’s growth in Ireland — where it is now the second biggest player after Circle K with 18% market share — has been phenomenal. But well over half of its now 472 sites are outside of Ireland. It moved into the UK in 2006 and over the following decade expanded to 120 stations.

MAY 2019

The company has also just completed the €362m (£312m) acquisition of Welcome Break that it announced last August, adding 36 large motorway sites to its British portfolio. Those sites include 29 hotels at motorway stops with a 30th due to open this week, with 2,000 beds in total.

There has been speculation that Applegreen could look to offload the hotels but Joe says the company is in the middle of an assessment of that business: “there will be no quick-rush decisions.” Hotels — based on sales, margins and costs — is not as dissimilar to the core motorway services product as might seem at first glance, he says.

Five years ago the company moved into the US, acquiring two sites on Long Island. “We now have 121 sites in America and I spend a week a month over there,” he says. It has 21 sites in the northeast, 50 sites in South Carolina — including 19 Burger Kings and five Subways — and 43 sites in Florida, close to Tallahassee. “We expand in little clusters. We like the east coast. In terms of flights over and back it is relatively easy to commute to those locations.”

“

Growth is in our DNA. There are great opportunities and we have no lack of ambition

”

Joe puts the size of the opportunity for Applegreen in its three different territories into context: Ireland has about 1,800 service stations in total; in UK, 8,500. But it is perhaps the US — where there are 125,000 service stations — that presents the biggest opportunity for expansion.

“On that metric alone, the amount of opportunities that are over there are huge.

The size of the population, the distances they travel, the number of cars on the road… there is plenty of opportunity. But our motto is to take our time. Get to know the market before

you expand so that if you make mistakes they are only small mistakes,” he says.

Joe says the main concern that investors raise with the company, is the electric car. “Electric cars are coming. There will be a tipping point.

But I’m changing my car soon and I am going to get a hybrid car. I’ve tried an electric and it was a disaster. In Dublin it was lovely, but I drove to Belfast in a Tesla S and I had to stop twice — once on the way up and once on the way back — to recharge. So range anxiety is still an issue.”

The company is building the electric car and other technologies into its future plans.

Welcome Break operates 50% of the Tesla chargers in the UK and it operates the first hydrogen pump in New York state. But, he says, increasing fuel efficiency and additives in fuel means there is still plenty of life left in hybrid and even diesel.

One way or another Joe knows that drivers will always need a comfortable place to stop for food, rest, toilets, petrol or an electric charge.

Other retailers away from the booming service station market are, of course, less sanguine about the future. In his other role as the new chairman of Retail Excellence Ireland, Joe is aware of the challenges. “There’s a lot of difficulties in other parts of the retail market.

The cost of operating retail businesses is very high. In Ireland we have very high rent, very high rates, very high insurance.

Brexit does not present a direct challenge to Applegreen because it is not dependent on imports and exports in the Irish or UK market. “However we are hugely impacted by customer confidence. Anything that hits retail.

Look at the devastation that has caused on the UK High Street.”

Applegreen’s motorway-based UK operation has remained “strong and robust”, he says, because it is in the travel sector: “Because of the fear factor people are keeping their hands in their pockets and the big buzz word in the UK now is ‘staycation’. That is going to be very beneficial to our business. Every cloud has a silver lining as they say.” ■

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HEALTH

Air pollution needs tackled to improve our health

O

ver the next few weeks our newly elected councillors will be taking their seats in council chambers across Northern Ireland following the May 2 election.

As these elected representatives look ahead to their new terms in office British Heart Foundation Northern Ireland (BHF NI) is encouraging councils to take action on improving air quality in their areas.

The charity says poor air quality can make heart and circulatory conditions worse, or even cause new health problems.

Air pollution is made up of a range of different pollutants, including nitrogen dioxide (NO2) and particulate matter. Although we cannot

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see them, these pollutants can have a major impact on our heart health.

It is estimated to be responsible for 28,00036,000 deaths in the UK each year and on average air pollution takes six months off the lives of every single person in the UK. Denise McAnena, policy and public affairs manager at BHF NI said that there must be increased public awareness of the impact of air pollution on heart and circulatory health.

“Since 2010, the BHF has invested £3.2m in research to help understand the impact of air pollution on our heart and circulation,” she said.

“This research has helped to identify that

air pollution, especially fine and ultrafine particulate matter, can cause cardiovascular health problems and make existing heart conditions worse. It has also found that exposure to elevated levels of these pollutants can increase the likelihood of a heart attack or stroke in vulnerable groups.

“We want to work with local government to implement measures that will help reduce dangerous levels of harmful air pollution in order to minimise the damaging effect this has on people’s heart health.”

In Northern Ireland, councils have a statutory duty to review and assess air quality within their districts under Part III of the Environment Order (NI) 2002. This involves measuring air pollution and trying to predict how it may

Denise McAnena

HEALTH

an Ultra-Low Emission Zone in London. By 2020 low emission zones will be introduced to Scotland’s four biggest cities. Germany has over 50 ‘clean air zones’ and evidence has shown that these zones have the potential to tackle poor air quality in a given location.

“Local government in Northern Ireland should be exploring the opportunities that Clean Air Zones can provide in providing a population level change in road use in our urban centres and reduce the impact of air pollution on the health and wellbeing of their citizens. The funds raised should be reinvested in initiatives that help to further reduce the effects of air pollution, such as improving infrastructure to encourage walking and cycling, and measures that mitigate the impact on local businesses and residents.”

Wellbeing is at the heart of every council’s ‘community plans’ and looking after the heart and circulatory health of their citizens is vital.

The policy and public affairs manager welcomed measures already in place to improve air pollution levels in Northern Ireland.

“The launch of Belfast Rapid Transit – Glider scheme last year and the development of the North-West Multi-Modal Transport Hub along with further investment in cycling and walking infrastructure are positive steps. change in the immediate future with an aim of ensuring that national air quality objectives are achieved throughout the UK within the relevant deadlines.

The Department for Agriculture, Environment and Rural Affairs (DAERA) funds local authorities to monitor air quality, declare ‘air quality management areas’, and produce action plans to deal with air pollution.

“Our newly elected local councillors will be looking ahead at what they can do over their new terms to improve the lives of the people living in their area,” Denise says. “Taking action on air pollution will make a significant difference to the health and quality of life of local people.”

Currently there are 19 active monitoring sites throughout Northern Ireland where the levels of air pollution are measured as these areas are considered to have particularly high levels

MAY 2019

of air pollution. Belfast City Council and Derry City and Strabane District Council have the highest number of sites where air quality is monitored with four each, followed closely by the Mid Ulster District Council area which has three sites.

“Current legal air quality limits for Northern Ireland do not protect health. It’s vital that our air quality legislation has the protection of health at its core,” Denise says. “This will ensure that efforts to reduce air pollution achieve meaningful outcomes, particularly for vulnerable groups whose lives are impacted by outdoor air pollution.”

“Health bodies, transportation providers, environmentalists, scientists and local councils need to work in partnership to identify robust measures to tackle many of the causes of harmful air pollution including our congested roads. The journey has begun but we are a long way off our destination.” ■ For more information contact Denise McAnena on mcanenad@bhf.org.uk or visit bhf.org.uk/ informationsupport/support/practical-support/ air-pollution

“We would like to see Northern Ireland adopt World Health Organization guidelines for particulate matter to protect people living with cardiovascular disease from harmful levels of air pollution.

“Just last month we saw the introduction of

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PROFILE TITLE

Entrepreneur OF THE month MARK WILSON, BLOC BLINDS

How is business?

Life at Bloc Blinds is extremely busy. As a growing, innovative business, our aim is to build on the momentum we have gained to date in our key markets and further expanding our customer base to achieving success in export markets. When it comes to product development and new technology, innovation is at the heart of our growth strategy – and we’re seen this approach really paying off. The business has seen a 40% rise in turnover over the last three years, while sales of our award winning patented ‘BlocOut’ blackout blinds have risen by almost 50%, year-on-year.

How did you get started in the industry?

My background is in software, and Bloc Blinds actually used to be one of my clients. It was through this relationship that I knew that Bloc was a business I wanted to work in – not just for. From Bloc’s humble beginnings in a shed in Draperstown it was clear that this was a business with both an opportunity and the ambition. Bloc quickly grew to a neighbouring unit within the Workspace group, and continued growth required another move to larger premises in Maghera before we custom-built our own premises in Magherafelt. The move to the larger premises meant we could increase production potential by as much as 400%, which allowed us to target larger volume contracts – as well as giving us confidence we can meet demand in new geographical market areas.

Typically, who are your clients or customers?

We sell globally to a range of sectors through various channels – online, retail and B2B. One of our key retail accounts is John Lewis and our products are stocked both in John Lewis stores and sold online as well. Additionally, we have supplied blinds for many large construction projects, as well as fitting our blinds on Emirates aircraft and in ITV studios.

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Do you enjoy what you do, and what in particular?

I certainly do. It can sometimes be both demanding and very diverse but adapting to this is all part of the fun. The most rewarding part of my job is contributing to an ever-evolving business and seeing my contribution hopefully making a difference.

Bloc Blinds has received significant recognition throughout our industry through awards and the successful introduction of new products. Recent local award wins, such as in the Mid Ulster Business Awards for innovation are great achievements and successes like this make all the hard work worthwhile, not just for me, but the entire team I work with.

What is the most difficult part of your job?

The most challenging part of my role is actually the most exciting!

Often, I am tasked with finding a solution to an issue which requires a quick turnaround – and e-commerce is a perfect example of this – as an important growth area of our business, issues can occur which need immediate action, often at any hour of the day or night. The e-commerce world can also react and adapt quickly to trends and macro events, which requires us to always be nimble and agile in our approach.

What are the challenges facing your sector, and the economy in general?

In the absence of government and given the political climate in Northern Ireland, business is challenging. However, we are positive and focusing on a strategic growth plan to take us to the next level, in terms of both volume in existing product range and an ongoing investment. In the absence of a clear way forward politically, we have to plan for the worst and hope for the best – and I’m pleased to say at this stage, we are ready for whatever comes next. ■

TITLE

Motoring

By Pat Burns

Sponsored by

MAY 2019

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MOTORING

Tony Magee, general manager at Donnelly Fleet, Dave Sheeran, managing director of the Donnelly Group and Raymond Donnelly, director at Donnelly Group

Choosing a ‘green’ vehicle fleet

B

usinesses and company car drivers are increasingly concerning themselves with more eco-friendly ways of conducting their operations, and a popular way of doing this is through a fleet of ‘green’ or environmentally friendly vehicles.

As the first dealer to introduce the fully electric vehicle to the Northern Ireland market, Donnelly Group is committed to supporting the development of future clean air technologies within the motor industry.

The benefits of a ‘green’ fleet It is widely understood that ‘green’ vehicles are more cost-effective than conventional car ownership, such as diesel or petrol-powered vehicles The further development of electric vehicle technology means that the initially high costs associated with purchasing these vehicles has been driven down.

Opting for an electric vehicle means that a business is protected from fluctuating fuel prices, and with vehicle tax vastly decreasing when applied to these vehicles, businesses have

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the opportunity to reinvest any savings made back into their business.

The cost of ‘refuelling’ electric vehicles is also low and can be carried out on the street using public charging bays, or through special charging points which can be set up at home or at the workplace.

A major advantage of running a green fleet is that it helps to reduce the impact an organisation has on the environment.

Cutting emissions can help create brand loyalty, as consumers today value the sustainability of a business and use this as a way of differentiating between competitors.

The latest models at Donnelly Fleet The all-new e-Golf, Volkswagen’s latest dynamic electric vehicle, is now available at Donnelly Fleet from only £399 a month on business contract hire.

The e-Golf, allowing its driver to make everyday trips with zero emissions, has an engine that quickly reaches maximum torque, and is decorated with a range of high-spec equipment such as adaptive cruise control, park assist and

convenient dashboard navigation.

There is an extensive range of EVs and PHEVs available through Donnelly Fleet, other models include the entire Land Rover Plug in Hybrid Range, the Mitsubishi Outlander, the Renault Twizzy and the Toyota Yaris Hybrid.

Tony Magee, general manager at Donnelly Fleet, said: “Specialising in vehicle finance and management, Donnelly Fleet provides a cost-effective alternative to in house fleet management.

“Selecting the most appropriate vehicle which perfectly meets the needs of the business, as well as its budget, can be a difficult and timeconsuming process.

“At Donnelly Fleet, our dedicated account managers use their knowledge of the vehicles and the various finance and leasing options available, to ensure this process is as hassle-free as possible.” ■ To view the entire range of EVs and PHEVs available, visit www.donnellygroup.co.uk/ electric-hybrid/ or to speak to a member of the Donnelly Fleet sales team, call 028 9590 7994

MOTORING

Kuga with EcoBoost

engine and all-wheel drive

F

ord’s mid size SUV, the Kuga, now benefits from the state of the art 1.5 litre petrol EcoBoost engine and all wheel drive. It moves the very popular SUV into the more upmarket territory dominated by the likes of Audi. It has the looks, performance and in-car technology to match.

Ford’s turbocharged EcoBoost petrol engines feature advanced technologies including high-pressure direct fuel injection and twinindependent variable cam timing. The 1.5 litre turbocharged engine produces 182PS matched to a six speed automatic gearbox driving all four wheels. Fuel consumption is 37.7mpg and it produces 173g/km of CO2.

Ford fuel-saving technologies offered across the range include auto start-stop and ‘smart regenerative charging’ that selectively engages the alternator and charges the battery when the vehicle is coasting and braking to recapture energy that would otherwise be lost.

The Kuga also features Ford’s ‘perpendicular

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parking’ technology that helps drivers park hands free in spaces alongside other cars; an enhanced version of the ‘active city stop collision avoidance system’, and Ford’s Adaptive Front Lighting System for optimised visibility in low light. Further advanced technologies include hands-free liftgate.

volume, and disable the audio system altogether if occupants are not using safety belts.

It offers an enhanced version of Ford’s ‘active city stop’ collision avoidance system, which now operates at speeds of up to 31mph, increased from 19mph. ‘Active city stop’ uses sensors at the front of the vehicle to look for stationary objects in the road ahead and precharges the brakes if the vehicle is approaching an object too quickly. If the driver still does not respond the system reduces engine torque and automatically applies the brakes to reduce the impact of collisions, or avoid them altogether.

Ford’s Adaptive Front Lighting System is available on the Kuga. The system monitors ambient light conditions and automatically optimises visibility by adjusting the beam angle of the new bi-xenon headlights to one of seven settings depending on the vehicle’s speed, steering angle and distance to an object in front.

The latest generation Ford MyKey technology allows Kuga owners to programme a key for younger drivers that can inhibit incoming phone calls; restrict top speed; prevent deactivation of driver assistance and safety features, reduce audio system maximum

The enhanced MyKey system offers a greater number of choices in both the speed limiter and speed minder settings.

The Adaptive Front Lighting System features a weather-dependent lighting mode that automatically adjusts headlights to help drivers spot roadside hazards in extreme heavy rain.

After detecting a downpour, the system shortens and widens the headlight beam to better illuminate the side of the road and reduce glare for other drivers from flooded roads. Prices start at £22,465. ■

MOTORING

Evoque a sense of occasion

F

rom the outside, the new Evoque looks only slightly different from the previous model… but actually everything bar the door hinges is new.

Driving the 2019 Evoque is a whole new experience, bringing with it the ‘sense of occasion’ that Jaguar Land Rover likes to design in to their products.

The new model is slightly longer than its predecessor and the longer wheelbase makes for better off road capability and more interior legroom and boot space. A whole new swathe of interior finishes and technology is now fitted to the new model.

examined and studied in fine detail. The plant built three quarters of a million models of the previous Evoque. The intricate planning, production and development of the new model has resulted in a much tauter body, better roadholding and a reduction in cabin noise which all combine to endow the new Evoque with a much more upmarket, luxurious feel.

This is Land Rover’s best selling model in the UK and to emphasise the importance of its build quality, the company took the motoring press for a tour of the its factory at Halewood, just across the road from Liverpool airport.

The Evoque is the first in the world to feature ‘ground view’ technology, which effectively makes the bonnet invisible by projecting camera imagery onto the upper touchscreen to show the driver a 180-degree view under the front of the vehicle. This is useful when negotiating difficult parking spaces, navigating high city centre kerbs or tackling rough terrain. In a segment-first Evoque is fitted with the ‘ClearSight rear-view mirror’ that transforms into an HD video screen.

The factory uses the very latest in ‘just in time’ technology and quality of build has been

All Evoque models, apart from the entry-level D150 FWD Manual, are fitted with an MHEV

MAY 2019

(mild hybrid) system to reduce emissions.

The mild hybrid powertrain is a first for Land Rover and works by collecting energy normally lost during braking thanks to the engine-mounted belt-integrated starter generator, storing it in the under-floor battery.

The mild hybrid system delivers CO2 emissions from as low as 149g/km and fuel economy from 50.4mpg. An even more efficient plug-in hybrid model will arrive before the end of 2019. Diesel engines offer either 150, 180 or 240bhp outputs while the mild hybrid petrol models come with 200, 250 or 300bhp on tap.

Due to strong residuals with Evoque, Jaguar Land Rover can offer some very attractive PCP schemes.

You can drive away in a new Evoque with a £7,500 initial payment and £245 a month.

Prices start at £31,600. ■

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MOTORING

The seven seat Seat

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EAT has just launched a seven seater SUV, the Tarraco, which combines Spanish flair with VW Group’s engineering expertise.

The new SUV blends the key attributes of every vehicle in the SEAT range – design and functionality, sportiness and comfort, technology and emotion – but in a form that suits a wider variety of lifestyles.

The new Tarraco is designed for drivers who need the usefulness of a seven-seater and the practicality of a higher driving position and appreciate the Tarraco’s balance between elegance and sportiness. Inside the cabin, the Tarraco combines a high quality, ergonomically designed interior with state-of-the-art infotainment and connectivity.

The Tarraco offers a choice of two petrol engines and two diesel units, helping it to meet the most stringent emissions legislation while offering the best performance for the customer. The large SUV is also future-proofed and ready to take alternative powertrain technologies.

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Performance, efficiency and reliability are key to the Tarraco’s powertrain line-up with all the engines powering the large SUV benefiting from direct-injection, turbocharging and startstop technology with outputs of between 150PS and 190PS, and all meeting latest emissions standards.

There are two petrol variants: a four-cylinder 1.5 litre TSI unit that produces 150PS and is linked to a six-speed manual transmission powering the front wheels, and a 2.0 litre, 190PS offering mated to a seven-speed DSG gearbox and 4Drive total traction system.

The larger 2.0 litre TSI engine produces its maximum power output of 190PS between 4,200rpm and 6,000rpm. The engine’s enormous amount of torque, 320Nm, is delivered at 1,500-4,100rpm. The larger petrol engine helps the Tarraco reach 62mph in just 8.0 seconds and gives it a top speed of 131mph.

There are two diesel options, both 2.0 litre TDIs, with power outputs of 150PS and 190PS respectively.

The 150PS variant can be connected to either a front-wheel drive, six-speed manual or seven-speed DSG with 4Drive system, but maximum power remains 150PS at 3,500-4,000rpm and maximum torque of 340Nm is available from 1,750rpm and 3,000rpm. The 190PS variant is connected to a seven-speed DSG with 4Drive system, and the maximum power remains 190PS. Overall performance in the two-wheel drive version is a top speed of 125mph and a 0-62mph time of 9.8 seconds. Even in all-wheel drive format the Tarraco is still no slouch with a top speed of 123mph and an identical sprint time.

The higher-powered diesel engine is solely available in 4Drive/seven-speed DSG gearbox format. And with 190PS/400Nm at the driver’s disposal it performs splendidly no matter what the driving conditions are or the demands placed on it.

Performance is impressive with a top speed of 130mph and the ability to reach 62mph in 8.0 seconds. ■

PROFILE

A word from

The Wise The column with an ear for experience...

Name: Brian Kelly Position: Director, Turley

How did you start out in business?

It’s a common enough story but after completing an undergraduate degree in environmental science, I did some globetrotting and got involved with the construction industry in Sydney, Australia. A bit of hard work gave me the focus I needed to see how my skills could be applied to building good places and that’s what led me to undertake a Masters in town planning at Queen’s University, Belfast. I applied myself, even to win an award for my thesis (the Hawker Siddeley prize no less) and put me in a strong position to secure a job with a top planning firm which turned out to be Turley, where I have spent my career for more than 15 years.

What have you found the most challenging during your years of business, so far?

Planning in Northern Ireland has been dramatically transformed in recent years and there is a significant legacy of outdated plans that need to be replaced. New plans are being devised by all 11 councils at once. We have been engaged to promote developments that are at odds with the extant development plan and yet respond to a critical need for homes, especially social housing. Making a planning case, where officers are obliged to challenge you, demands a full toolkit of planning and professional skills and requires significant community support.

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How would you describe your management style?

As much as possible I prefer to let the team use their initiative and I am there to guide and provide quality assurance. It’s difficult sometimes as clients are making large investments and want the person with greying hairs to become involved in all aspects of the project. My experience is that we are at our best when the fresh perspective is introduced, driving innovative thinking and a better, higher quality outcome.

What would you change if you could go back and do it all again?

We should have entered the Republic of Ireland market sooner, rather than be influenced by Brexit. Since taking the decision 18 months ago to target growth in the Republic, we got early traction and our portfolio of clients is growing. In hindsight, it’s a business decision we could have made sooner, but we have big plans for the future for planning across the island of Ireland.

Have you done it all on your own?

Not at all, I am extremely lucky to be supported by an expert and hardworking team of planners, economists, masterplanners and communications professionals. Turley is a whole service

planning consultancy where we can tap into a range of in-house expertise and has reinforced our competitiveness in the Republic of Ireland and Northern Ireland market. The scale of projects we are involved in requires that we have significant resources available and with the right combination of skills.

How would you like your business to be remembered?

I want Turley in Ireland to be remembered for our ability to deliver successful planning outcomes, including private and social housing schemes – most recently for 750 homes at Caw in the City of Derry, healthcare, schools, infrastructure projects Ireland wide, hotels like the regeneration of the Londonderry Arms in Portrush and tourist destinations including Giant’s Causeway Visitor Centre and Titanic Belfast.

What piece of advice would you give to a 20-year-old you?

Put your ear to the ground and listen.

Success in our business relies on a crystal clear understanding of the community and places where we are planning new projects. Community events arranged to bring the developer and local residents together mean projects are better informed about the local issues. ■

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APPOINTMENTS

Jonny Lester has joined agri technology company Devenish as poultry technical manager. Originally from Armagh, Mr Lester will be based in Edinburgh and responsible for the growth of the the firm’s poultry sector offering.

Nora O’Hare, who was one of Baker McKenzie Belfast’s very first employees, will take over from Brian Monroe as the Belfast centre’s finance director.

Fergal O’Prey is now a solicitor within the litigation department at O’Reilly Stewart Solicitors, advising clients in personal injury and clinical negligence matters.

He has experience acting for clients in healthcare and civil litigation cases.

Dionne Darragh has been appointed to the position of director within the personal injury litigation department at O’Reilly Stewart Solicitors in Belfast.

She specialises in catastrophic injury and serious accident cases, with particular expertise in motorcycle accident claims.

O’Reilly Stewart Solicitors has appointed Christopher Bullock as an associate solicitor in the commercial department. He has considerable experience in advising businesses in commercial and corporate law, also specialises in the area of liquor licensing.

Ulster Carpets’s group managing director Nick Coburn CBE has been appointed as Northern Ireland’s single representative on the Department for International Trade’s newly established Strategic Trade Advisory Group.

Jessica O’Neill has been appointed as bid co-ordinator at design and architecture firm HLM. Ms O’Neill will support the business development of the Belfast studio through coordinating and developing high quality bids for the practice.

Michelle Stowell has been appointed as paediatric physiotherapist at Leckey, supporting the company’s multidisciplinary approach to designing posturally supportive products with a clinical and emotional focus.

Radius Housing has appointed Alan Thomson as its new director of finance and ICT. Mr Thomson took up his new role on the March 1, and he joins the senior management team to help deliver the ambitious development plans that the housing association has set out for the next few years.

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APPOINTMENTS

John McKee Solicitors has appointed Lee Donaghy as manager in the legal expenses insurance team. She is responsible for the management of the legal expenses insurance team which deals with high volume claimant personal injury claims.

Helena Woodward will now have the responsibility for the overall strategy and management of the people function and operations of Baker McKenzie’s centres in Belfast, Buenos Aires, Manila and Tampa.

The Fitzwilliam Hotel in Belfast has appointed Janine Gelston as director of sales and marketing. Ms Gelston joins the Fitzwilliam Hotel as it celebrates 10 years and brings more than 14 years of experience working with luxury hotels across Scotland and Northern Ireland.

The Momentum Group has appointed Simon Huntley as business development director. In his new role Mr Huntley will focus on the strategic management and support of the sales and marketing team, alongside representing this department on the board of directors.

Baker McKenzie has appointed Brian Monroe as finance director for all professional and business services operations across the firm, covering the centres and colleagues in some 77 offices around the globe.

Caroline Magee has been appointed head of human resources and organisation development at Lisburn and Castlereagh City Council. Ms Magee has been a Chartered Member of the Chartered Institute of Personnel and Development (CIPD) for 14 years.

A&L Goodbody has appointed Jacob Gray as a solicitor in corporate and commercial.

He will advise clients on all aspects of corporate and commercial law, including advising clients on corporate transactions, including M&A, venture capital, group reorganisations and joint ventures.

Aimee Larkin has been appointed a banking associate with law firm A&L Goodbody. She will act in respect of banking and finance transactions in Northern Ireland, including advising on various aspects of development finance, real estate finance and acquisition.

Andrew Irwin is now a solicitor with A&L Goodbody. He will work within the commercial property team in Belfast and act in a wide variety of property matters in Northern Ireland including advising on sales and acquisitions, commercial leasing and landlord and tenant issues.

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PHOTOCALL

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1. Launching Business Beats Cancer’s Belfast gala ball in aid of Cancer Research UK are Mark Rooney, chair of the board, with board member Orla McGreevy, Thomas Niblock who will be MC at the event at Titanic Hotel on June 14, and Adele Harris, fundraising manager of Cancer Research UK. 2. Steven Kennedy, Henderson Group and Lorna Robinson, Cloughbane Farm. Following an investment of over £200,000, the Tyrone-based company has launched its first range of meat-free products which has secured listings with the Henderson Group.

3. Mayor of Antrim and Newtownabbey, Paul Michael, joins store manager Amy Leathem to open Lidl Northern Ireland’s new Antrim store at Junction One, which is now among the greenest and most sustainable supermarket retail outlets in Northern Ireland.

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4. Howard Brown announces his ‘switch’ to Ulster Bank as part of its new switching campaign. He’s pictured with Marcia McNally, personal banker, Charlene McMullan, branch manager and Karen Dixon, branch manager.

5. Niall Martindale, director of pricing and regulation, firmus energy, and Diane Hill, head of business development at NOW Group (NI) celebrating firmus energy as a JAM card friendly organisation.

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PHOTOCALL 6. Julie Harvey, NI regional development manager for Muscular Dystrophy UK with Simon Campbell, managing director of Portview, Jack Wright and Shauna Smyth, charity committee member of Portview after the fit-out firm raised more than £32,000 for the charity.

7. A £4.5m redevelopment of Wilton House in Belfast city centre, a listed Georgian townhouse in College Square North, has been revealed. The plans are being proposed by Wilton Group Limited, a partnership between Daniel Jackson (Cornerstone) and Ciaran Toman (Informed Percent).

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8. Feargal McCormack, president, Chartered Accountants Ireland with Shaun Kelly, chief operating officer at KPMG International with broadcaster and host Gerry Kelly, pictured at the Chartered Accountants Ireland Leadership Symposium in Belfast.

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9. Re-Gen Robotics managing director Fintan Duffy with Vicki Newell, contracts manager, Connor Kelly, robotics operator and James Power, tanker and site supervisor as the company unveils the UK and Ireland’s first ‘No Man Entry’ robotic tank cleaning company.

10. Regional director of GLL in NI, Gareth Kirk (right), chief executive of Belfast City Council Suzanne Wylie (centre), and Devon Small from GLL announce 75 new jobs across leisure centres in the city.

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PHOTOCALL

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11. Kerry Anderson of Air Ambulance NI with Progressive Building Society’s secretary Peter Lyttle and Colm Martyn, Air Ambulance NI. The organisation is partnering with the charity ahead of its annual general meeting.

12. Catalyst is joining with key industry partners to deliver the Future of Work Solutions Summit for 500 business leaders.

Gavin Kennedy of Bank of Ireland UK is pictured with event speaker Peter Worth of School Retool and director of innovation community at Catalyst, Elaine Smyth.

13. Construction on the second phase of Hagan Homes’ £10.5m Seventy Six South development in the Village area of south Belfast has begun. Pictured at the site is Jim Burke, director of sales and acquisitions, Hagan Homes.

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14. Brian and Jackie Reid welcome the appointment of Brendan Dowling as chairman and Eamon McKey as chief operating officer as part of Deli-Lites ongoing investment in its home market, as well as its focus on expansion into new export markets.

15. Jessica Barnes (centre) has been awarded the Chartered Institute of Taxation’s ‘KPMG Pat Cullinan Memorial Medal’. She is pictured outside KPMG’s Soloist building offices with Pat’s brother Aidan Cullinan and Johnny Hanna, partner and head of tax at KPMG in Northern Ireland.

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PHOTOCALL 16. Sports charity The Mary Peters Trust, has joined forces with energy company Power NI to launch a new community athletes programme which will provide funding bursaries for three young athletes. Pictured are Gemma-Louise Bond and Stephen McCully from Power NI, with Lady Mary Peters.

17. Neil Shawcross is pictured alongside Hastings Hotels’ managing director Howard Hastings to unveil a new painting commissioned for the Grand Central Hotel, ‘Consomme Cup’, which is displayed in the Seahorse Bar.

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18. Stacey Irvine-Herald, HR business partner, Danske Bank with Timothy Moruzzi of Ulster University and Lauren Hamilton pictured at the launch of the Danske Futures scheme which offers school leavers the opportunity to get paid work experience in the banking sector while studying.

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19. Work has begun on a £4.5m refurbishment of W5 after the contract was awarded to Aivaf Ltd. Pictured is Bruce Davies, of Aivaf, Lydia McClelland, head of W5, Robert Fitzpatrick, of the Odyssey Trust and Sarah Clarke, of partner company Mather and Co. 20. Conall Wolsey, director of Beannchor, Petra Wolsey, group marketing director of Beannchor and Gavin Carroll, general manager of The Merchant Hotel, announce a £500,000 investment that will transform The Cloth Ear and create 10 new jobs.

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PHOTOCALL

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21. Children from Blythefield Primary School help Grafton Recruitment Ireland chief executive Tina McKenzie, Irish FA chief operating officer Sean Murphy and Northern Ireland manager Michael O’Neill to announce the new partnership between the Irish FA and Grafton.

22. The Boulevard centre manager Chris Nelmes and Suit Direct’s Mia Ljoka celebrate the opening of Suit Direct.

National formalwear brand, Suit Direct, has opened its doors, creating five jobs at the Banbridge shopping destination.

23. Ana Wilkinson, Friends of the Cancer Centre with Barrie Todd, Jill Todd Trust, Mark McEvoy, Garage Door Systems, Ciaran McAliskey, Keystone Group and Ciarán Fox, Royal Society of Ulster Architects (RSUA) director launching Ask an Architect 2019.

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24. Alison Metcalfe, Finola O’Mahony, Monica MacLaverty, Tourism Ireland, Naomi Waite, Tourism N along with Kristina Gauges, Tourism Ireland, Aine Kearney, Tourism NI and Severine Lecart, Tourism Ireland pictured during the Understanding Your Market masterclass.

25. Dean McGlade from Carrickfergus and Katie Wilgar from east Belfast have become the latest recruits to find employment with the Airport Fire Service after beating off tough competition from across Northern Ireland for the coveted spots.

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PHOTOCALL 26. Corporate law firm A&L Goodbody (ALG) is supporting emerging artists in Northern Ireland through a new partnership with Belfast Exposed. Pictured is Michael Neill, head of office, ALG Belfast, Deirdre Robb of Belfast Exposed with Mark Blair, corporate responsibility partner, ALG Belfast and marketing manager Glenda McStravick.

27. McGlaughlin’s Pharmacy in Magherafelt is under new ownership having been purchased by pharmacists John and Niall O’Brien, with investment support from First Trust Bank. They are pictured alongside Seamus McGuckin (left), head of business banking at First Trust Bank.

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28. Petra Wolsey (centre) from Beannchor Group with Patrick Leonard and Darren McDowell from Harbinson Mulholland. More than 30 businesses gathered at Harbinson Mulholland’s NI Family Business Forum to hear a keynote presentation from Petra Wolsey.

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29. The Powered by Talent summit, organised by professional recruitment company Abacus Talent Group, has been launched. It’s taking place at ICC Belfast in May. Pictured are Gareth McCullogh, SmashFly, Louise Gault, Think People, Cheryl Whitley, Abacus Talent Group and Sarah McKeag, EY. 30. GOC Estate Agents, based in south Belfast, is celebrating 25 years in business.

Pictured outside the Stranmillis offices is Gerry O’Connor alongisde wife and business partner Kirby O’Connor.

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THE CHAIRMAN

The Chairman What does an iron throne, an Ulster fry and a cathedral have in common? They all played a part in the Chairman’s busy diary

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here’s something to be said for early starts. However, the early mornings aren’t always a time of the day favoured by the Chairman.

But before the early starts, it was a month of evening bashes of all manners – from food to pubs and technology – in a church, no less.

The Digital DNA Awards toast the efforts of Northern Ireland’s ever-burgeoning technology sector, and those which help make it a success. Also, it’s in St Anne’s Cathedral – a backdrop unlike most other awards events.

Among those picking up the gongs was Whitespace, which was named Company of the Year Award – the gong presented to Glenn McClements, general manager, alongside Belfast City Council chief executive Suzanne Wylie.

Novosco’s Lisa Comerton, Lee Glover and David Maginnes were joined on stage by Ann Trueman of StepSpace, sponsor, as the fast-growing technology firm was named Large Tech Company of the Year.

And making sure the show ran smoothly was the Lanyon Communications team, including Gavin Williamson, David Elliott and Jonny Ireland, while photographer Elaine Hill made sure everything was captured on camera for posterity.

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Over at the Titanic Exhibition Centre is was time to have a look at a big chair. Right, so I’ve been told it’s the Iron Throne, and a centrepiece in Game of Thrones. Fair enough. I’d it already earmarked for my new office, but we’ll have to go with the Eames instead.

Belfast is playing host to a new exhibition, featuring a raft of pieces and elements from the series. Now, it wasn’t the usual formal affair, but a chance for the Chairman to rub shoulders with some of the top cast from the global fantasy epic.

That included Isaac Hempstead Wright, who plans Bran Stark, Belfast man Ian Beattie, Ser Meryn Trant in the series, and Liam Cunningham, who plays Davos Seaworth, alongside award-winning costume designer, Michele Clapton.

They were joined by Tourism NI boss John McGrillen, Jeff Peters of HBO, Judith Owens, TBL International, and Robin Stapley, GES Events.

A black tie bash on a Friday night? Sure, why not. This time it was the turn of the Northern Ireland Food and Drink Association, for its major awards bash at the Crowne Plaza hotel in Belfast.

The Morrow Communications team was out in force, including Claire Bonner, Olivia Stewart, Olivia McAleenan, Clare Daly, Fiona Anderson and Michelle Black, along with other guests around the table including agri-journalist Rachel Martin and business editor Gary McDonald.

Of course, Mr NIFDA himself, Michael Bell addressed the hundreds gathered. Trevor Lockhart, boss of Fane Valley walked away with an award for Outstanding Contribution to the Industry, joined on stage by Nigel Walsh from Ulster Bank.

Also walking away with a gong, Ronan McLaughlin and Rita O’Kane, Linden Foods and Declan Ferguson, Finnebrogue Artisan were joined by Damien Long of Ulster Bank, after the food firms were named joint winners of the Best New Product from a Large Company category.

There was a welcome foray which took the Chairman out of the big smoke, albeit for a few hours. Galgorm Resort and Spa unveiled its new spring menu at its top-end River Room restaurant – a tasting menu and wine pairing bringing together everything from rich spring lamb, to punchy rhubarb and refreshing halibut with cured egg and lardo.

Among those making the trip up north was Alyson Magee from Ulster Grocer and Hospitality Review, with the River Room’s top man in the kitchen, Chris Rees ensuring proceedings ran smoothly.

Now, speaking of early mornings, Ulster Bank unveiled what is peak business breakfasting. It held its pre-Balmoral Show event at its Entrepreneur Accelerator in Belfast city centre, which included its now semi-legendary Ulster Fry index – delivered

by Richard Ramsey. It charts the cost of the components of the morning heart-stopper of a meal as an everyday measure of inflation.

They were joined by Cormac McKervey, Gabi Burnside, boss Richard Donnan and Alan Crowe, who heads up the Royal Ulster Agricultural Society – organiser of the Balmoral Show.

And for something of a nightcap after all that fried bread and meat, the Cloth Ear unveiled its completed £500,000 revamp of its bar. Helping unveil the new ‘conversationled’ bar was Conall Wolsey, Sorcha Wolsey and Gavin Carroll, The Merchant Hotel. ■

THE CHAIRMAN

Novosco’s Lisa Comerton, Lee Glover and David Maginnes, with Ann Trueman (second from right) from category sponsor StepSpace

Whitespace collects the Company of the Year Award at the Digital DNA Awards, with Suzanne Wylie, chief executive of Belfast City Council (second from right) who presented the award to Glenn McClements, general manager of Whitespace (right)

Hundreds packed into St Anne’s Cathedral for the Digital DNA Awards

John McGrillen, Jeff Peters, Judith Owens and Robin Stapley at the Game of Thrones exhibition launch in Belfast

Michele Clapton, Isaac Hempstead Wright, Ian Beattie and Liam Cunningham at the Game of Thrones exhibition launch in Belfast

Ronan McLaughlin and Rita O’Kane, Declan Ferguson, and Damien Long at the 2019 Northern Ireland Food and Drink Awards

Nigel Walsh presents Trevor Lockhart of Fane Valley with the Outstanding Contribution to the Industry award at the 2019 Northern Ireland Food and Drink Awards

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Cormac McKervey, Richard Ramsey, Gabi Burnside, Richard Donnan and Alan Crowe pictured at the Ulster Bank breakfast event ahead of this year’s Balmoral Show

Conall Wolsey, Sorcha Wolsey and Gavin Carroll announce the completion of the revamped Cloth Ear bar

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Christine White, head of business at Diversity Mark NI, Gary McGann, chairman of Paddy Power Betfair plc, Wendy Austin, journalist and broadcaster, and Nichola Robinson, chair of Women in Business NI at the Business of Diversity Lunch

Paddy Power Betfair chief bets on Gender Diversity Mark

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ore than 160 of Northern Ireland’s top business leaders have gathered at an event to highlight the strengths of gender diversity in the workplace.

Diversity Mark NI’s ‘Business of Diversity Lunch’, sponsored by Allstate Northern Ireland, was held at the Belfast Harbour Commissioners Harbour Office, and heard from a series of top leaders on diversity, and to encourage organisations to make the changes necessary to bring about sustainable and significant improvements in women’s career progression and create environments that are fair and positive for everyone.

Among those attending was Gary McGann, chairman of Paddy Power Betfair plc, former chief executive of Aer Lingus and Smurfit Kappa. The keynote speaker shared his passion and insights into the benefits of promoting gender diversity in businesses.

Recognised as one of Ireland’s most successful chief executives, Gary spoke passionately on how changes in organisations are necessary if gender diversity is going to be implemented successfully into organisations.

Speaking at the event, he said: “Seeking gender diversity in businesses is not simply about making up numbers, it is logical. There is a wealth of incredible talent on offer from women and there is no sense in businesses limiting their talent seeking to a tighter market.

“In all aspects of life, women are instrumental in making decisions. Females have a huge input in the end market, so why are they missing in action in middle level decision making process?

John Healy, managing director of Allstate NI, the key sponsor of the Business of Diversity Lunch

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Also speaking at the lunch event, head of business at Diversity Mark NI, Christine White, said: “Diversity Mark NI’s Charter recognises that organisations cannot reach their full potential unless they benefit fully from the

rich and wide-ranging talents and abilities of all their employees. A balanced workforce is good for business: it is good for customers, for profitability, and workplace culture.

“With many progressive organisations now signed up for a Gender Diversity Charter Mark we are making strides to tackle disparity in the workplace and events such as this are crucial in encouraging others to make the steps to developing an unbiased workplace to benefit everyone.”

Companies and organisations such as NI Water, Business in the Community and FinTrU were the latest organisations to receive the Gender Diversity Charter Mark. ■ For further information on the Charter Mark and to sign up visit www.diversity-mark-ni.co.uk or contact Christine White christine@diversity-markni.co.uk

TRAVEL

Hey Mickey, you so fine…

Barry Egan and his family may have almost missed their flight getting there, but he finds out first hand that Disneyland Paris is an experience he’ll not forget

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Who could blame her? Her excitement rose to near fever pitch on the train from Charles de Gaulle when the driver told us the next stop was Disneyland.

Then, we almost missed our flight. We slept through the alarm calls and were only awoken by the taxi driver repeatedly ringing the doorbell at 4am.

When we disembarked and made the short walk to the Disneyland Hotel, I thought Emilia was going to faint on the spot with pure joy at the sight of Donald Duck and Goofy in the lobby greeting guests. When Mickey and Minnie arrived too, at this five-star Victorianinspired establishment, little Emilia jumped into my arms and screamed: “This is the best day ever. This is the best holiday ever.”

e nearly didn’t make it. This trip came up so quickly that we had to get a passport — his first — for our baby boy Daniel in a herniainducing hurry, dashing to get forms signed by the couldn’t-be-more-helpful garda in Blackrock, Dublin, and then a last minute appointment at the passport office in town.

We made it to the departure gate with seconds to spare for our 6am flight. Daniel’s big sister Emilia wasn’t able to sleep the night before (hence a frazzled mummy and daddy snoozing through the alarm) because she was that excited at going to visit Mickey Mouse and his girlfriend Minnie at their magical castle in France.

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Her father’s concerns about commercialised theme parks, global consumerism and political unrest in nearby Paris aside, this was, indeed, the start of the best holiday ever for our very young children.

For the next three days, they could not contain themselves. It was indeed pure joy to see them so thrilled. The adrenalin rush was only increased for Emilia because from the window of her hotel bedroom she could see Le Chateau de la Belle au Bois Dormant, Disneyland Paris’s ornate interpretation of Sleeping Beauty’s Castle.

We went straight into the theme park. We walked up Main Street, bought some ice cream and some lemonade. Emilia’s eye was caught by a woman dressed as a princess doing facepainting. Five minutes later our four-year-old daughter had been transformed into a unicorn.

Licking her ice-cream, the unicorn walked straight up into Sleeping Beauty’s Castle. Emilia looked like she was experiencing something akin to a fairytale or a dream come true.

TRAVEL

What made it even more magical for our young child was that she was wearing her Sleeping Beauty dress as she explored the castle. On the castle’s second-floor there is a retelling of the Sleeping Beauty tale, in stainedglass windows and tapestries.

Baroque music was heard from the balcony of Sleeping Beauty’s Castle as we made our way in search of further wonderment. It wasn’t long before we found it. On Dumbo’s Carousel. What’s not to love about Dumbo?

And then 30 minutes later — courtesy of one of the de rigueur long queues at Disneyland — we were all riding together in one of the Mad Hatter’s Teacups. I accessed my inner child in this surreal Shangri-La 20 miles east of Paris.

Little Daniel had accessed his inner adult as he looked sternly at the passing Maleficent, the evil fairy witch herself. We made it back through Sleeping Beauty’s Castle just in time to catch the parade down Main Street at 6pm.

That night, we all slept like kings and queens in our beds — because we were utterly knackered. The sleep had been further helped by the fact that we had a leisurely dip in the hotel’s rather fancy pool, followed by a fine dinner in the hotel’s California Grill.

You can’t have a day begin more bizarrely than to see Captain Hook and Peter Pan walk

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around the tables at breakfast in the hotel.

Unsurprisingly, Emilia and Daniel practically jumped out of their seats with shock and awe.

And, then, once more we were off into the massive theme park again. We went on the Peter Pan ride (twice). There is something truly wonderful about holding your baby son in your arm as you fly through the sky to Neverland, where pirates and mermaids gaze up at you.

This is followed by a boat trip on the Pirates of the Caribbean ride where scary pirates point at you.

After a while I found Disneyland good for my soul. I was forced to be a kid again for three days and nights, lost in my own (and Walt Disney’s) imagination.

In fact, for me, that is what the true magic of Disneyland is about: having fun, of course, but building memories. I believe Emilia will remember forever flying with Peter Pan when she is older (and the doll she got in the gift shop will be long forgotten).

Walking down Main Street of this pretend turn-of-the-century American town with its pretend turn-of-century shops selling Disney merchandise, there is a sense of the unreal.

Personally, especially after a pre-dinner drink

in Cafe Fantasia in the hotel, I felt like Jim Carrey’s character in The Truman Show.

Yet in the end I loved it almost as much as my two young kids. This is despite the struggle to not go financially broke with Emilia permanently dragging us into gift shops selling kids Disney merch on every corner, or the fact that food in the theme park is a tad expensive.

We made lovely picnics and brought it into Disneyland Park on our second and third days.

On our final day, I arranged for Emilia to meet Mickey Mouse and Minnie. When I made the introductions and the two most famous rodents in the world nodded (they don’t speak) Emilia burst into tears and jumped into my arms. Daniel, for his part, acted like he had known the two mice all his life and kept pointing at Mickey’s ears.

On the way back to the hotel for dinner Emilia said Mickey and Minnie were “as big as lions, daddy”. Having pancakes with ice cream and a milkshake in the California Grill soon eased Emilia’s sense of being overwhelmed by giant mice.

Even more so when her second favourite princess, Elsa made an appearance.

We’ll be back — once my overdraft facility isn’t frozen... ■

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TECHNOLOGY

The ultimate cameraphone Huawei’s P20 Pro helped set the standard among smartphone photography, but Adrian Weckler finds out the new P30 is a step well above

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et’s just call it what it is: the ultimate cameraphone. While the P30 Pro’s 6.5-inch all-screen OLED display is nice, the styling superb and there’s loads of power and storage, it is the camera that really sets this device apart from any other flagship phone on the market.

What makes it so good is the zoom. Even as a wizened, veteran reviewer, I’ve been fairly astonished by it.

Before I delve further into that, my test model had 256GB of storage and 8GB of RAM (as well as Huawei’s own Kirin 980 chip) – high quotients by any standard. The phone’s battery is the biggest and best on the market, with its 4,200mAh capacity easily lasting all day.

With a slightly narrower 19:5 aspect ratio, that 6.5-inch display is marginally easier to hold in the hand than other 6.5-inch phones, although its resolution isn’t quite as high as the screen on the Samsung S10+.

In general, Huawei has nailed it. You cannot ignore this phone from consideration if you’re in the market for your next flagship handset, whether it’s for business or pleasure.

The most important single element is the camera.

By some distance, the P30 Pro has the most flexible camera now available on any phone.

That’s because it has added a separate 5x optical zoom lens to sit alongside the standard camera and the wide-angle (16mm equivalent) camera on the back of the device. This is unprecedented for a phone — nothing else comes near it.

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Objects far away are now well within capturing distance. The phone’s optical image stabilisation also means that you can push the zoom far further than the optical 5x limit and still get relatively sharp, clear shots. I’ve tested this extensively and 20x zoom shots (roughly a 500mm equivalent focal length) are absolutely doable in decent light.

other flagship phones, although its portraits aren’t quite as well balanced as those from the latest iPhone Xs.

Indeed, the digital zoom goes right up to 50x, although at that point the shots get a little milky, even in bright daylight. For video, the zoom won’t let you go any further than 15x (around 375mm focal length equivalent).

It makes you hold the camera for a few seconds while it shoots a number of shots, fusing them to give you a clear, bright, sharp image, even in dark, night-time conditions.

But even pushed to this range, I found the stabilisation really decent with video snippets quite usable. Again, this is incredible: no other smartphone I’ve tested remotely compares to the quality at this focal length.

But how is a 5x optical zoom possible on a flat phone? Anyone who knows anything about photography knows that zoom lenses need physical space for the magnification process to occur. This is why sports and wildlife photographers’ lenses are so huge.

Huawei came up with a clever way of tackling this. It turned the lens on its side so that it would get that necessary space for the zoom magnification, with a mirror reflecting the light down the barrel underneath the back of the phone. I would expect to see this method taken and used in lots of other phones in the coming years.

In short, this is a bit of a game-changer when it comes to phone cameras. As for the standard camera focal length, it roughly matches the

One other camera feature to mention is the P30 Pro’s ‘night’ mode. This is similar to the night modes on the previous P20 Pro and Mate 20 Pro.

Its EMUI interface, which sits atop Android on the device, isn’t yet quite as polished as Samsung’s. And Huawei hasn’t completely nailed some of its newer interface tricks.

For example, its navigation option of swiping instead of tapping can be a little temperamental. There is where you swipe from the side to return to a previous screen instead of tapping the ‘back’ button or, to toggle through apps or windows, you swipe up and hold your finger in position in the same way you do on a new iPhone.

It just doesn’t work as well as it does on an iPhone. It’s not as a fluid and sometimes requires a second attempt.

The other issue is similar to something I used to experience with Samsung’s ‘Edge’ phones.

Because the screen goes right to the side of the device, where the glass curves slightly, you’ll sometimes mistakenly activate taps just by holding it with your fingers. This happens across a range of functions.

TECHNOLOGY

has arrived It’s most irritating when you’re operating the camera. In fairness, this is worst when you’re first getting used to the phone — it subsides a bit when you acclimatise to holding it.

One challenge that the newest flagship phones have is how to incorporate biometric security features on a phone where the screen covers the entire device. Apple did away entirely with fingerprint scanners on its recent iPhones, but Android phones are sticking with them.

Like others, the P30 Pro puts it below the screen. A symbol lights up on the spot you place your finger. It’s an optical reader unlike Samsung’s ultrasonic one, but I have found that it generally works fine.

It’s worth pointing out that there is a smaller P30 model also launched, with a 6.1-inch screen instead of the ‘Pro’ model’s 6.5-inch display. This phone has a 3x optical zoom instead of a 5x zoom and foregoes the Pro’s depth sensor.

That’s still better than any other phone’s zoom, but doesn’t match the P30 Pro. It’s also a little lighter on RAM (6GB instead of 8GB), has a smaller battery and isn’t quite as waterproof.

And it only comes with 128GB, compared to the 128GB, 256GB or 512GB options in the ‘Pro’ line.

However, one feature it does have over the P30 Pro is a headphone jack. ■

MAY 2019

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Uncovering the 9-5 NAME: Jannine Waddell, MBE

POSITION: Managing director at Waddell Media

6.45am My alarm goes off and I instantly check the weather (I love the sunshine) and have a quick look at emails that have come in overnight. I respond to some and leave others until I’m at my office.

7am After I have listened to the news headlines on Radio 4 I get out of bed. First task is to let the dogs Arthur and Stella out. Then I’m like a cyclone raging around the house making sure two teenage boys (and husband) are showered and dressed as we all have to be out of the house by 8am.

8am I force myself to get to the gym and twice a week, I train with my personal trainer Curtis. I prefer to get my sessions out of the way at the start of the day as I just couldn’t face the gym in the evening.

9.30am I normally start my day at our offices in Holywood with a quick meeting with our head of finance and head of production.

Communication is crucial in television as schedules, filming and edits change constantly. Getting updates from my team helps me get into trouble-shooting mode.

10am I’m on the road a lot with work so it’s normally a flight to London or a drive to Dublin to meet broadcasters or talent. I can be down to Dublin twice a week for meetings. When I am driving I try to catch up on calls both work and personal and often have a lot of miscommunication with Siri.

11am Usually a coffee stop in an Applegreen and quick send of urgent emails.

1pm After meetings I’m straight into the car and back to the office for an afternoon of edit viewings and development meetings. I try to be healthy at lunch time but often I don’t have much time so I do keep a supply of protein bars in various bags and drawers in my desk.

3pm We have three or sometimes four edit suites running concurrently and as managing director of the company I like to review all our programmes before they are sent to commissioning editors. When the editors want to keep me happy they know to bring me a cup of Earl Grey tea.

4.30pm Research and development is the cornerstone of our company so daily catch ups are crucial with the team.

6.30pm I really need to unwind after a busy day and when I can I nip into a yoga class on my way home. I am truly terrible at yoga but I find it helps to just focus on myself for that hour.

8pm Back home it is checking home works and begging my elder son to revise for his A-levels.

If I haven’t spoken to my daughter who is at university in Bristol, I will Facetime her. My husband tends to do the cooking during the week otherwise he knows he won’t get fed and although we eat healthy food there is often a glass of wine on the go.

9pm We try to catch up on television shows that we need to be aware of across all the main channels.

10pm This is more indulgent time and my husband and I have a list of dramas that we stock pile, although I normally only last half an hour before falling asleep.

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